126: User Story Maps for Behavior Change

Meetings optimization and user story prioritization

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Unrelated:  Optimizing Meetings Efficiency

Time spent on communication should not come at the expense of concentration. Use real-time communication channels. Large conference calls with six or seven participants could be more organized and efficient. The same applies to group chats, which should be avoided for sensitive topics. Instead, ask participants to articulate their points in a document to prevent lengthy arguments and rushed decisions. Treat group chat as a scheduled activity and be selective. Many aspects of meetings in the workplace could be improved. The shift to remote work has made this problem more plain.

Make your presence felt during the meetings you attend. While waiting for everyone to join, speak up, make jokes, ask questions, and let people know you're there. Engage by restating what someone said in different wording or giving compliments like, "Wow, that's great. It must have taken a lot of work." Consider blocking off time on your calendar with cancelable meetings.

Schedule 1-on-1 syncs with as many people as possible. Although people often set up recurring 1-on-1 meetings, they fail to keep them. No one will question you again if you back out of a 1-on-1 sync due to a meeting conflict. Divide time for "learning more" about a particular topic with a cross-functional business partner. Since they are outside your department, it's easy to cancel these syncs as they are usually considered a low priority.

All-hands meetings are used to announce things to the entire company. The call usually covers "Hiring" updates, company finance details like progress towards an IPO, and "Moving Forward" to acknowledge achievements and reiterate quarterly goals. These meetings are often recorded, allowing you to watch them at double speed and stay informed about significant company events, such as employee layoffs.

Be proactive and offer to create meeting invites whenever possible. Say, "I can set up that meeting." You can control the sessions on your terms by taking charge of the scheduling. It's acceptable if some people cannot join as long as the primary stakeholders are present. Blocking off time for "family time" has become a common practice. These blocks are respected due to the guilt of disturbing one's family. Another popular strategy, particularly during remote work, is the "Focus Time Block" or "No Meeting Block" to concentrate without meeting distractions. Both of these strategies brand you as an organized individual. Feeling your presence is another important soft skill to aim for during meetings.

One of the main issues with meetings is that they are often used to share information. The abstract nature of Software Engineers' work often influences how meetings are conducted. Yet, talking about ideas does not lead to action and progress. Abstract concepts may sound great at the moment but often need effective follow-up. 

Meetings should serve as a communication tool, with the exchange of information as a central activity. The "information rate" during sessions is often low, and adding more people to the group does not improve it. Thus, sharing information becomes one of the main objectives of meetings, rather than executing projects and achieving tasks.

[^1]: Indistractable: How to Control Your Attention and Choose Your Life

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Off Topic:  Facilitators and Scribes for Effective Meetings

To increase the effectiveness of meetings, it's crucial to have designated roles for managing structure, flow, and output. Two influential roles are the facilitator and the scribe. The facilitator ensures the meeting stays on track, following agreed-upon formats and ground rules. If the meeting starts veering off-topic, address those conversations separately. Take the opportunity during retrospectives to reflect, learn, and improve.

Start meetings with check-ins to foster human connection. Pose questions that allow everyone to share what's on their mind. As the meeting progresses, engage in rounds of discussion and build the agenda dynamically based on the topics that emerge in the room.

Consider the sharing of information, its control, and decision-making regarding what is safe to share. Determine how data is stored, shared, and updated. Assess the tools, systems, or forums used for information retrieval. Encourage open communication styles within the team.

Sharing information cultivates reciprocity, responsibility, and learning, while secrecy breeds distrust and suspicion. Acknowledge that critical details can emerge unexpectedly and that they may transform the situation at hand.

Competitive advantage in complex environments stems from having more and better information and effective ways to make sense of it. Teams become self-sufficient entities that generate resources through budgeting or charging for their services.

Evaluate the necessity and effectiveness of each meeting. Ensure every meeting has a clear purpose and structure—document and share meeting outcomes and outputs. Examine the recurring meetings and their rationale. Assess how the meeting rhythm supports or hinders the work. Determine if any special tools or materials are needed. Improve or eliminate meetings that no longer serve their purpose. Recognize the human need for connection and tailor meetings accordingly.

Avoid excessive preparation and control, as they may cause you to overlook present and critical team dynamics. Differentiate between data, information, knowledge, mastery, and wisdom. Challenge legacy information sharing that is imposed without consent.

Keep status updates in software systems. While one-on-one meetings between managers and employees are often valued, they should not be used as a remedy for underlying dysfunction. Great one-on-ones can provide feedback, mentorship, deepen relationships, or facilitate collaborative work. When team members lack decision-making authority, these meetings become the only means of progress.

Consider an alternative approach where leaders join the team and actively participate in workflows or engage in an advice process from the project's outset or upon request.

[^1]: Brave New Work: Are You Ready to Reinvent Your Organization?