Note-taking at meetings – a knowledge resource or a waste of time?

We’ve all done it – attended a meeting or event and taken notes about the subject discussed; the key points made by presenters; references from the case studies/examples provided; actions we agreed to complete or those we were allocated; and have all no doubt dutifully jotted down the date of the next meeting.  

We’re also likely to have taken these notes using our preferred:

Recording format e.g. numbered points; lists, key themes; who said what

Recording method/template e.g. a template for key points, actions and blue-sky thoughts; Mind-mapping http://blog.thinkbuzan.com/tag/tony-buzan; Six Thinking Hats® http://www.debonothinkingsystems.com/tools/6hats.htm; MBTI S and N preferences http://ianwooler.wordpress.com/2011/02/01/teamwork-and-the-importance-of-psychological-type/; or our own doodle/drawing linking and aligning the notes taken.  After the meeting some way even have cut-and-pasted their notes into a Wordle http://ianwooler.wordpress.com/2011/03/16/five-knowledge-management-uses-for-a-wordle/

Recording tool e.g. our meeting notes work-book; colour coded paper; the paper/Agenda provided at the meeting; or directly into a laptop (either in or offline).

….and we’ve probably all asked ourselves the question “why?” when:

• we can’t quite recall the context when we re-read our notes
• our notes differ to that of a colleague who also took notes at the meeting
• our notes differ to the recorded minutes of the meeting
• our notes don’t seem to reflect what we think we heard and felt at the time
• we’ve taken too many or too few notes
• we do nothing with the notes.

To ensure that the notes we take at a meeting or event result in a knowledge resource (e.g. a reminder of the meeting; points that are informative and actionable; a resource for reflection, learning and improvement), rather than being a waste of time, requires a little pre-meeting thinking and planning.  The following check-list – presented as a set of questions to answer – might help:

Why are you attending the meeting? 

I’ve blogged about meetings before http://ianwooler.wordpress.com/2011/01/26/meetings-meetings-meetings/ and there is a tendency for teams and organisations to hold too many of them and to not manage them effectively and efficiently.  If you are clear about why you are attending a meeting then the purpose of your note-taking and the format/method and tool selected will also be clear.

What do you hope to achieve at (or from) the meeting?

You might be attending the meeting to make a key point or get a particular view across to others.  You might be trying to get agreement about a way forward or take a key decision.  Being clear about your objective will help inform the type and style of the notes you need to take, and their level of accuracy.

Are you attending for yourself or on behalf of others?

If you are attending for yourself and the notes taken are intended for your use only, then the format, method/template and tool is very much down to your choice.  If you are attending on behalf of a colleague or to represent your team then you will need to ask those concerned in advance of the meeting about the best way to take and share the notes.  A team ‘note-taking’ template might be useful here.

What did you learn the last time you took notes?

Taking 5 minutes to pause and reflect and remind yourself of the last time you took meeting notes and what you learnt – not about the meeting itself, but your learning about the process and experience of taking notes – will help inform and improve your note-taking at the next and future meetings.

Image from Trivialities photstream on Flickr http://www.flickr.com/photos/triviality/

Good questions demand good answers

Many management activities have an element of ‘change’ about them e.g. implementing a new system or process; setting new targets and objectives; completing a merger or acquisition; or navigating the ups and downs of economic cycles. 

During the course of planning; scoping; initiating; implementing; completing; managing; or embedding these activities in organisations, it is very likely that those impacted by the change will ask many questions.  These should not necessarily be taken as ‘barriers to change’ but as good questions that require good answers.  Examples of good questions include: 

• We’ve tried that before and it didn’t work – why will it work this time?
• The current activity is still working satisfactorily – why change?
• It’s never been tried before – why are we the guinea pigs?
• We need to think about this further – can we get back to you?

Clearly the appropriate responses to the above examples will depend on the context and the subject/activity in question, but as they are ‘common’ or ‘likely’ questions that might be asked, some time spent thinking through appropriate answers (in advance of being ‘put on the spot’) is required.

But before rushing into ‘answer mode’, it is helpful to spend some time thinking about questions you have been asked, or have asked, regarding recent changes to your work activities and processes.  Whilst thinking, create a list, and only then start to think through some of the ways that you and others have answered the questions.  Whilst each and every change activity will be different, thinking through the common questions asked, and preparing good answers, will help the achieve the desired change.   

Photograph from Lee J Hayward’s photostream on Flickr http://www.flickr.com/photos/leehaywood/

Gotta share – social media the musical?

Watch this fun and impactful presentation - a ‘social media musical?’  As the write-up says “at the onstage introduction of Twirlr, a new social-sharing platform, someone forgets to silence their cell phone. And then … this happens.”
(Song by Scott Brown and Anthony King; edit by Nathan Russell.)

How to co-facilitate workshops and training events

Workshops and training events are sometimes delivered by more than one presenter/facilitator/trainer – and there are many benefits of this approach, including:

• Shared roles and responsibilities
• Access to two heads (skills, knowledge and experience) rather than one
• A change of face and voice for delegates.

However, co-facilitation is not without its difficulties and when poorly planned and delivered can result in a confusing and unsatisfactory training/learning experience for delegates.  I use the follow checklist with clients, and as a reminder to self, of some of the things to consider when planning for, and delivering, a co-facilitated workshop/training event. 

• Understand each other’s styles, preferences, strengths and areas for improvement
• Have clearly defined roles and responsibilities that are visible and less visible to participants
• Visible – includes roles and responsibilities about who will be doing what; who sits where; who is the subject expert; who is the lead facilitator
• Less visible – includes roles and responsibilities about areas of focus i.e. observing at participant or group levels; providing support and energy to your co-facilitator; offering an alternative viewpoint.

 And some top tips:

• Be aware of mutual blind spots in facilitating and observing others
• Avoid over-rehearsal
• Avoid ‘over-workshoping’ participants
• Watch out for different rhythms of intervention. 

The power of silence – influencing stakeholders

Silence, clearly was not ‘golden’ for Theresa May at the end of her talk yesterday at the annual conference of the Police Federation of England and Wales http://www.bbc.co.uk/news/uk-politics-13442792.  As she left the stage, you could have heard a pin drop.

Silence, is an under-used approach to influencing stakeholders.  For some it is a high risk approach as it is often easier to say something, which is the norm when communicating.  However, the power of silence, for example that felt at the start of a presentation/event when the facilitator calls the room to order then waits, in silence, for 20 seconds to let the tension and attention build, has impact and carries influence. 

I introduce the ‘power of silence’ as something to consider when influencing stakeholders on the Influencing Stakeholder courses I run for TFPL – http://ianwooler.wordpress.com/training-courses/.

Silence should be used wisely and sparingly – in order for it to have impact and influence.  If over-used the approach appears ‘fixed’ and can become repetitive, as seen at the end of a TV talent show when the presenter says “and the winner is”………

For ten top tips to consider when thinking about influencing stakeholders check out my blog post ‘you cannot, not communicate’ – http://ianwooler.wordpress.com/2010/12/15/you-cannot-not-communicate/.

‘You cannot, not communicate’ was clearly evidenced to Theresa May by members of the Police Federation of England and Wales through their use us silence.

Sustaining a Community – 10 techniques to help coordinators facilitate their Community

I posted a blog titled Sustaining a Community – a ‘starter for 10’ checklist for leaders/coordinators in January 2011 http://ianwooler.wordpress.com/2011/01/11/sustaining-a-community-%e2%80%93-a-%e2%80%98starter-for-10%e2%80%99-checklist-for-leaderscoordinators/.

The blog was well received by readers, so I have built on this theme and have prepared a follow-on checklist to provide those responsible with coordinating and facilitating Communities with some ideas and tips to help sustain interest and promote discussion in their Communities.

1. Facilitate face to face lunch and learn sessions 
2. Use a hot seat on a planned basis
3. Add a thought/comment for the week; every week
4. Agree a rota for regular column contributions from the ‘9%’*
5. Arrange a monthly t/c; topic based and targeted invites
6. Facilitate member speed dating; creating connections
7. Schedule regular updates and thought leadership pieces from sponsor
8. Use a voting tool to inject energy and ‘ask the audience’
9. Review and publish measurement and interaction information
10. Facilitate a regular Community surgery; open house 

*The 9% is further explained in my blog post http://ianwooler.wordpress.com/2011/02/16/90-9-1-the-choice-is-yours/

Harvesting Social Knowledge for Customer Service – Article in KM World

An interesting article titled ‘Harvesting Social Knowledge for Customer Service’ was posted today in KM World – http://www.kmworld.com/Articles/White-Paper/Article/Harvesting-Social-Knowledge-for-Customer-Service-75449.aspx

The article suggests that social knowledge “is also starting to matter in B2B sectors” and outlines a five-step plan to help increase the odds of success in harvesting social knowledge for customer service.

The article (written by Ashutosh Roy Chairman and CEO, eGain Communications Corp) is worth a read and will provide you with some ideas should you wish to consider the five-step plan as a framework to review social knowledge in the context of your organisation.

That said, the definition of ‘social knowledge’ is not clear and, as ever, context remains all important.  Sources to help unpick ‘social knowledge’ include:

• http://sites.google.com/site/kmsocial/socialk
• http://www.socialknowledge.com/
• http://en.wikipedia.org/wiki/Social_knowledge
• http://kmwiki.wikispaces.com/Social+knowledge

Email Management – 5 steps for going on, and returning from, holiday

Managing email effectively and efficiently can be difficult at the best of times, and particularly difficult in the run-up to going on holiday, and when returning from, holiday.  The following slide deck (available as a pdf download) outlines 5 easy Email ‘holiday’ Management steps.

Email Management – On Holiday – May 2011

Teamwork – working or not working?

How have you and your team performed in the past week? 

Check out my blog – 7 characteristics of effective teams – posted earlier this year – http://ianwooler.wordpress.com/2011/01/06/7-characteristics-of-effective-teams/

And if you need further inspiration following a week when your teamwork was not working as you would like, then spend a few minutes watching the following video – it includes some inspirational quotes that might help your teamwork next week.

Does your organisation have a ‘knowledge transfer holiday plan’ ready for the summer?

Over the recent Bank Holidays covering Easter and the Royal Wedding I was reminded of a post I made to the TFPL blog http://blog.tfpl.com/tfpl/ back in 2009. The blog (copied below) concerned knowledge transfer, or rather the lack of it, over a holiday period. 

As you and your organisation move toward the summer and ‘holiday season’, what plans do you have in place to ensure that knowledge continues to flow and be available to those who need it, when colleagues are on leave?

I am on holiday - by Jessica Bee

Now is not the time to duck (sorry, could not resist) the issue!

If you do not have plans in place or need to refresh existing ‘holiday handover’ processes, then take a look at the Knowledge Management ‘Know How to…’ guides on this blog – http://ianwooler.wordpress.com/know-how-to/.

Blog post to TFPL, 29^th July 2009.  ‘I have spent a frustrating day talking (or should I say chasing) two ‘service’ organisations for information about work/services being provided. Guess what these two organisations have in common, other than the pleasure of me as a customer? The thing they have in common is that they have key members of staff on holiday. 

“Shock”, “Horror”, “What ever next” I hear you say – is this man about to suggest that loyal and hard-working employees should not be allowed a holiday?  Of course not, but what does annoy me is that the knowledge required to provide me with the information about the work/services I have commissioned resides in the heads of those on leave, and that little thought has been given to transferring this knowledge to those left ‘holding the fort’. As result, I am frustrated by the lack of knowledge forthcoming from these organisations and those left ‘holding the fort’ are frustrated about not being able to deal answer my questions. It would appear that the only person up in the deal at this point is the person on leave – but now doubt that situation will change when he/she returns and gets an earful from colleagues. 

Whilst many organisations do pay attention to knowledge transfer when someone is leaving or retiring, how many have simple knowledge sharing and transfer techniques in place to cover short periods of absence or holidays?’

Photograph from Flickr – http://www.flickr.com/photos/jessicabee/