Posted on May 7, 2020
It’s Time to Change the Way Your Unit Operates, Starting with Your Morning Meetings - Modern War...
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"The difference is in the meetings’ structures. In the military, many morning meetings are command-and-control exercises, where a single leader issues all the guidance for daily tasks and those attending the meeting execute as told. In contrast, Agile meetings encourage an adaptive culture by aligning self-organizing workflows. This distinction makes morning standups comparatively more in line with the Army’s decentralized philosophy of mission command than a directive-based, top-down meeting, whose one-way information flows could incidentally be better achieved through email anyway."
It’s Time to Change the Way Your Unit Operates, Starting with Your Morning Meetings - Modern War...
Posted from mwi.usma.eduPosted in these groups: 
Leadership Development
Leadership
Leadership Development Leadership
Posted >1 y ago
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Rodney Dangerfield - No Respect
Only his famous catch phrase...
LTC Eric Udouj Good *high level* article (and post). Will add that the *three-step* questions noted in the article also worked well in manufacturing.
1.What did I do yesterday to help my team move toward our goal (review the previous day’s production numbers).
2. What will I do today to help our team move toward our goal (what are today’s production goals and for what customers).
3. What obstacles do I foresee preventing me or the team from meeting our current goal? (any issues or *opportunities* items team needs to be aware of).
Rep from each staff function (production, QA, engineering, maintenance, marketing and HR) was expected to come prepared to the daily dance and if it would take more than a brief SITREP to provide their update, they followed-up afterwards to resolve so as not to waste the assembled team’s time (goal was to have the day’s activities worked out before the daily production meeting). Meetings rarely lasted more than 10 minutes and that included time to detail what was going to be done to make the day, *fun, *enjoyable* and *productive* for all. Hourly employees were routinely invited to attend so they could see how the meetings were run and enable them to contribute their thoughts. Last but not least to ensure all three shifts in a 24/7 operation were on the same page a *picture driven* tabloid-like summary was posted every day for all employees to see and importantly it didn’t require a pHD in hieroglyphics to decipher.
As for Agile. Sure. Fine. Maybe. And of course there are other *show and tell* planning tools. Standup? A tight delivery will get the respect (and results) that Rodney Dangerfield longed for.
And as *W. ED* said—-> if you can’t explain...
, https://www.youtube.com/watch?v=ZCVR_ajL_Eo
1.What did I do yesterday to help my team move toward our goal (review the previous day’s production numbers).
2. What will I do today to help our team move toward our goal (what are today’s production goals and for what customers).
3. What obstacles do I foresee preventing me or the team from meeting our current goal? (any issues or *opportunities* items team needs to be aware of).
Rep from each staff function (production, QA, engineering, maintenance, marketing and HR) was expected to come prepared to the daily dance and if it would take more than a brief SITREP to provide their update, they followed-up afterwards to resolve so as not to waste the assembled team’s time (goal was to have the day’s activities worked out before the daily production meeting). Meetings rarely lasted more than 10 minutes and that included time to detail what was going to be done to make the day, *fun, *enjoyable* and *productive* for all. Hourly employees were routinely invited to attend so they could see how the meetings were run and enable them to contribute their thoughts. Last but not least to ensure all three shifts in a 24/7 operation were on the same page a *picture driven* tabloid-like summary was posted every day for all employees to see and importantly it didn’t require a pHD in hieroglyphics to decipher.
As for Agile. Sure. Fine. Maybe. And of course there are other *show and tell* planning tools. Standup? A tight delivery will get the respect (and results) that Rodney Dangerfield longed for.
And as *W. ED* said—-> if you can’t explain...
, https://www.youtube.com/watch?v=ZCVR_ajL_Eo
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You can’t check haircuts and uniform issues in an email....I think that is one of the main reasons for these “mandatory formations”.
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