Category: Project development
As managers, much of our daily work is problem-solving – going from one issue to the next and resolving each one. We need to approve transactions or discuss with others how to proceed with a question. This type of work requires being able to solve one task at a time and think on our feet. It may also require building consensus and teamwork. It is dynamic work and is full of activity.
There are other times, though, when we need to do a more intense kind of work. Sometimes we must do a deep-dive and research a new topic. We may have to think through an entrenched problem or start and engage with a challenging project that requires concentrated attention. Here, a different type of performance is necessary: one in which we take the time to immerse ourselves in an issue and think through it.
One mechanism that we have found works well for following up on and managing complex projects at our company, Celaque, is holding recurring meetings. We meet every week or every two weeks to go over a set agenda. The person who leads the meetings establishes the agenda. We make major decisions as a group and guide the projects forward. Since starting these meetings, we have found we can make better choices and move faster because there is an added accountability to the group.
Meetings have been overscheduled and can even be negative if not appropriately deployed because they can waste a lot of time. On the other hand, they can also be very powerful if used for the right kinds of reasons. In the case of committee-type groups that come together to work on projects, they are very impactful. Multifaceted areas or plans often require input from numerous points of view because there are so many variables to take into consideration. A person may look at the work from one perspective, but another person may view it from a different one. The best product will, therefore, emerge.