How to Conduct Effective Staff and Team Meetings

Advisor Perspectives welcomes guest contributions. The views presented here do not necessarily represent those of Advisor Perspectives.

Many of my recent conversations with advisors have been centered on how best to conduct meetings with staff members.

Today, I will answer two important questions pertaining to conducting staff meetings:

  1. What topics to discuss?
  2. How often to schedule staff meetings?

Before we proceed to item one, I want to discuss different types of staff meetings while including my thoughts on frequency of meetings.

The one-on-one meeting

The first type of meeting is the one-on-one meeting. As the CEO of your firm, each person on your team should have regularly scheduled time with you. Even if you have an operation’s manager or another designated leader who regularly meets with team members, it is still important that everyone has dedicated, uninterrupted time with you. If team members are meeting with another management or leadership person on a regular basis, monthly or quarterly meetings with you should suffice.

For new team members, time with the person responsible for their onboarding should be scheduled daily for at least a couple of weeks. As the new team member becomes more independent in his or her role, less frequent meetings should be sufficient.

One position that requires frequent check-ins is the financial-plan writer. This person is typically working on several financial plans at one time, managing a large amount of information and has plans at various stages of completion. Unless they have a photographic memory, this person will need to meet with their leader on a regular and frequent basis to keep plans moving forward and keep the plans organized in their mind.

Another position that may require frequent interaction with their manager is the person who is reaching out to a significant number of clients or prospects. Here again, it is important for this person to be able to ask questions of and share information with their manager on a frequent basis.

These are just two examples of the type of roles that should have frequent access to their manager.

These meetings need not be long, formal, sit-down meetings. They may be what some call a “stand-up” meeting or huddle. Depending on the circumstances, a huddle can occur once per day or a few times throughout the day. It’s a quick check in to share information and answer questions.

For those team members who have been working with you for quite some time and generally work independently, a daily or twice-daily huddle is enough to keep projects moving forward.