Thursday, January 31, 2019

TIME MANAGEMENT SPECIAL.... 5 Totally Doable Time-Management Strategies to Accomplish Your Goals


5 Totally Doable Time-Management Strategies to Accomplish Your Goals

Growing up is dangerous business for your dreams. As the commitments, meetings, and deadlines start to flood in, ambitions can quickly drown in a sea of demands. Although we actively seek out responsibilities as we get older—and I think that’s an essential part of being an adult—they come at a cost: There’s no time for anything.
Despite that, we can’t give up on our aspirations when life gets hectic. We all have the same 24 hours in every day, and what you get out of life—at any stage of life—comes down to what you do with those hours. If you can get a handle on your priorities and time management, you can still achieve awesome things, even when you’re completely overwhelmed by everything you have to do on a day-to-day basis.
If you have found something you genuinely want to achieve, you can’t simply dodge your goals because they’re inconvenient. When you leave ambition alone, that unfulfilled ambition turns into regret, and regret eats away at you. There’s no real way to determine what all the long-term effects of a life filled with regrets are, but in my short time on this planet, I’ve seen some of them: I’ve had coworkers who were blamers and complainers, I’ve had friends who were bitter and nasty, and I have personally been depressed—even suicidal.
But how do you figure out which dreams you should really prioritize? We’ve always got ideas coming in—which are worth developing? And how do you deal with that feeling of just having no time? How do you get the ball rolling, and more importantly, keep it rolling? Here are some of the principles that have helped me work toward my goals... even when I’m stumbling along toward them like a drunk puppy.
1. Learn when procrastination can be good (and when to switch gears).
There’s a massive downside to not following your dreams, but that doesn’t mean you should follow every impulse you have. Not all of your ideas are worth pursuing—that’s true for anyone. Which is why procrastination can be so great: The things you truly want to accomplish will stick in your mind like your first true love. Those are the ideas you have to do something about.
I’ll procrastinate until I realize that an idea is sticky: When it sticks in my head, I know it’s time to commit, to make a binding pledge and obligation to myself to see it through. The commitments you really make become part of who you are; you can procrastinate until you realize that this is the real deal. But at that point, you’ve gotta go all in.
2. Start scheduling out what you want to achieve.
I used to fail at big projects because I didn’t know how to use a schedule. If you want to accomplish something, you have to plan what you need to do and schedule time to accomplish those things. Unfortunately, the education system is designed to produce people who thrive within an organization, instead of educating people who can get things done on their own.
Skills like scheduling are essential to succeed at any individual undertaking, but they don’t tend to be taught in school until college—at which point, habits have already been formed. Of course, the basics of planning aren’t rocket science, which might be why we overlook teaching this ability. But the skill of scheduling isn’t what requires so much training; it’s the habit that requires training.
A solid plan gives you focus and purpose. When I learned how to plan, schedule, and manage projects, I started achieving so much more. I made more money, I started working out more, I started writing music, and doing a whole bunch of things I had wanted to do—but couldn’t find the time for.
3. Make the timing right.
"The timing isn’t right" is one of the most common excuses to avoid taking on a big project. It sounds like a reasonable excuse to yourself and those around you, and in many cases, you can even look at your schedule and point to the absolute lack of free time.
Unfortunately, waiting for good timing is nothing but an advanced form of the most lethal type of procrastination. You have to find a way to shake out some free time in your schedule: You might have to sleep an hour less, work on the weekend, and find ways to combine activities. At my gym, there’s kids’ jiu-jitsu and adult jiu-jitsu at the same time. For the parents in the class, that solves the problem of finding a babysitter.
If you wait for the "right time" to do something, you’ll never do it. You can’t put your dreams off until later, because there will always be more and more demands on your time.
4. Act fast.
When you’ve decided to do something, you have to act quickly. Successful people are obsessed with speed—speed is the antithesis of waiting for the right timing.
Achieving a goal you really want means setting plans in motion as soon as you commit to them. There’s no three-year deliberation, the intricate plan with 500 dependencies, the clauses that requires a three-hour block of time to work on a project, or waiting until your toddler is off to college.
5. ...but don’t rush the results.
While acting fast is absolutely vital, you can’t expect to hit your destination right away, or that you won’t hit some bumps along the way. When you’re taking on big projects, you’ll face all kinds of obstacles: You’ll probably have less energy, especially if you’re sleeping less; you might struggle to break old habits; and you’ll probably struggle to form new, healthy habits.
Whatever you’re trying to do, you’re guaranteed to struggle with some aspect of it, and you’re also guaranteed to mess up—maybe just a little, but maybe a lot. It doesn’t matter, just keeping hammering: There’ll be days where you don’t want to do what you’ve set out to do. There’ll be days where don’t do what you’ve set out to do. Whatever your problems, just keep at it—even if you neglect what you’re doing for three weeks. Just pick it back up.
    
BY STIAN PEDERSEN
https://greatist.com/live/strategies-accomplish-your-goals

FOOD SPECIAL...Mishmash India


Mishmash India

From khichdi to pongal, the one-pot hodgepodge binds the country, but the dish is not as simple as it is often made out to be

Whether you breakfast on ven pongal tomorrow or donate pots of black urad and rice cooked with amla, the fact that the year’s first festival involves the ritualistic taste of the mishmash is significant. The celebration of Makar Sankranti with khichdi, the one-pot dish, is a symbolic celebration of life and regeneration — with newly harvested rice and grain. It also affirms the importance of what is perhaps India’s most inventive dish.
Think khichdi, and a simple dish of rice and dal comes to mind. It is anything but — there are millet khichdis; those cooked with safflower seeds and corn; and the meat khichdis that defy the impression that this is essentially a vegetarian dish. There are bold versions that delight in everything from caramelised onions to saffron and black cardamom. As Birbal rightly points out in a delicious fable, the only indispensable ingredient to cook a khichdi is fire. It is a dish that defies stereotypes, cuts across class and caste and shows us the key to Indian cooking is inventiveness.
Pongal, which is considered traditional and homely, too shows innovation, as the Tamil mishmash has adopted newer ingredients and cooking methods. In Chennai, food researcher Shri Bala, who has been studying Sangam literature (400 BCE to 300 CE), says early versions of pongal had a few basic ingredients. “Moong gram was the ancient lentil (toor came later). Rice was used by the wealthy and millets by ordinary people. Then a mixture of four things called sambharam was used to flavour the dish — salt, black pepper, cumin and curry leaves,” says Shri Bala Nothing, however, can beat the fabled nawabi khichdi when it comes to inventiveness. The raqabdars (specialist cooks) of Lucknow were highly paid for their creativity, according to Abdul Halim Sharar’s 19th century classic Guzishta Lucknow. One of their creations was a khichdi made of almonds and pistachios carved to resemble individual grains of rice and lentils.
We may never get to taste it but other historic khichdis have been recreated. Persian scholar Salma Husain records the preferences of the Mughals in her book The Emperor’s Table.
According to her, Jahangir was fond of lazeezan, an elaborate dish of moong dal and rice, layered with meat koftas and flavoured with saffron, cream, almonds and rose petals. Aurangzeb loved the relatively spartan qabooli — rice and Bengal gram, where the dal was first bhunao-ed in yoghurt.
The qabooli must have travelled to the Deccan, where it still exists, albeit as a dying dish. Asma Khan, lawyerturned-chef whose restaurant Darjeeling Express has been garnering acclaim in London and who is set to feature as the first chef from Britain on the popular Netflix series Chef’s Table this spring, recalls her first taste of qabooli in Hyderabad. She found the name striking because it sounds like what a bride says at nikah: “Qabool hai, I do.” Khan cooks it for her catering services in London while her restaurant features the UP-style khichdi with garam masala. Spiced with black cardamom, cloves, tej patta and cinnamon, it is another example of inventiveness, turning a common man’s dish into elite, aromatic food.
At Bengaluru’s Mavalli Tiffin Room (MTR), bisi bele bhath, too, has had a makeover. “It is a spiced-up version of the traditional Mysuru dish concocted by my great-uncle Yagnanarayan Maiya (one of the founders of MTR),” says Hema Malini Maiya, MTR’s third-generation co-owner.
Neither dal nor rice is essential for these mishmashes. Either or both can be substituted with a re gion’s staples.
Chef Ranveer Brar mentions the kusubi huggi from northern Karnataka as one of the unique preparations that he has come across. Made like a salty porridge with rice and the milk extracted from kusubi (safflower) seeds, this is a festive dish cooked with a turmeric leaf thrown in.
In Rajasthan, soitas, which are porridge-like, are traditionally cooked with either bajra or jowar and meat. Chef Akshraj Jodha of ITC Windsor in Bengaluru has put this recipe on his coffee shop menu.
Then there is Indori khees, a mishmash of corn, which is often dubbed khichdi in parts of Gujarat. This has inspired chef Manish Mehrotra to create a comfort dish at his new restaurant Comorin in Gurgaon. Mehrotra seems to have a fascination for khichdi, which shows up in different avatars on his menus: bajra khichdi with beef laal maas in London, gobindbhog khichdi with paturi in Gurgaon and Lucknowi khichda with lamb in his upcoming menu at Indian Accent in Delhi. “It is versatile and a complete meal and can be used as a comfort dish or to highlight other hero dishes,” says Mehrotra. “In India, khichdi is not one dish but a term to refer to the consistency of a dish,” he says.
Even this is only partially true. The soita can be runny. Khichda, cooked with fivesix dals, and the Bengali bhog khichuri with vegetables are mashy. Then there are khichdis which are dry. The green gram and basmati khichdi that I ate some years ago at filmmaker Muzaffar Ali’s home had each grain separate and glistening with ghee. It was served with caramelised onions and a shorba. A khichdi to challenge stereotypes.
The writer looks at restaurants, food trends and culinary concepts
Anoothi Vishal
ET13JAN18

GADGET SPECIAL.... Eight gadgets that are a crowdfunder’s favourite


Eight gadgets that are a crowdfunder’s favourite

If you want an idea of what types of innovative products are going to burst into the mainstream, a crowdfunding platform is a great place to check out. These eight popular tech products raised over $1 million on Kickstarter.

Steadicam Volt
Steadicam, which makes the camera stabilisers used in Hollywood movies, brings its professional technology to consumers with its handheld stabiliser for smartphones and action cameras. It is equipped with a three-axis gyroscopic stabiliser, allowing you to get extended steady video footage.

Elevation Dock 4
You can undock your smartphone with just one hand from this minimalist Apple MFi-certified dock. It locks to surfaces via micro air suction and perfectly fits your iPhone. Dock 4 is made of CNC-machined stainless-steel knobs, full medical-grade silicone over-moulded body, and premium braided cable.

FOREO UFO Smart Mask Treatment Device
It takes you away into a world where technology relaxes, soothes and revitalises your body. The UFO uses heating (thermo-therapy), cooling (cryo-therapy), and T-sonic pulsations to deliver a 90-second mask treatment.

Vi Personal Trainer
AI personal trainer Vi lives in your earphones and guides you through more effective workouts that are tailored to your body and preferences. It also features biosensors that detect heart rate, motion, elevation, proximity and touch.

Avegant Glyph VR Video Headset
Glyph is a personal theatre headset that projects images directly onto your retina. It uses an HDMI input, so you can stream or game through any compatible device. It is immersive and image clarity is hardly distinguishable from viewing the natural world.

PowerUp 3.0 Smartphone

Controlled Paper Airplane Kit
The Dart is a small attachment you can place on your paper airplanes to make them do tricks. Fold any type of paper plane, then control it through the app. It is the world’s first smartphone-controlled paper airplane kit that uses Bluetooth SMART technology enabling over 10 minutes of flight for your paper plane.

Rocketbook Everlast
With the Everlast notebook, you can hand-write your notes, then send them to a cloud service like Google Drive or Dropbox. The pages wipe clean with a damp cloth, so you can use the notebook over and over again.

Zolo Liberty+ Total-Wireless Earphones
Completely wireless earphones are often uncomfortable or unreliable, but the Liberty+ are an exception to the rule. The company says it is the world’s first total-wireless earphones with grapheneenhanced sound, with AI compatibility and delivers up to 48 hours of playtime.

— Agencies


BLOCKCHAIN SPECIAL.... Blockchain’s Occam problem PART I


Blockchain’s Occam problem PART I
Blockchain has yet to become the game-changer some expected. A key to finding the value is to apply the technology only when it is the simplest solution available.
Blockchain over recent years has been extolled as a revolution in business technology. In the nine years since its launch, companies, regulators, and financial technologists have spent countless hours exploring its potential. The resulting innovations have started to reshape business processes, particularly in accounting and transactions.
Amid intense experimentation, industries from financial services to healthcare and the arts have identified more than 100 blockchain use cases. These range from new land registries, to KYC applications and smart contracts that enable actions from product processing to share trading. The most impressive results have seen blockchains used to store information, cut out intermediaries, and enable greater coordination between companies, for example in relation to data standards.
One sign of blockchain’s perceived potential is the large investments being made. Venture-capital funding for blockchain startups reached $1 billion in 2017. IBM has invested more than $200 million in a blockchain-powered data-sharing solution for the Internet of Things, and Google has reportedly been working with blockchains since 2016. The financial industry spends around $1.7 billion annually on experimentation.
There is a clear sense that blockchain is a potential game-changer. However, there are also emerging doubts. A particular concern, given the amount of money and time spent, is that little of substance has been achieved. Of the many use cases, a large number are still at the idea stage, while others are in development but with no output. The bottom line is that despite billions of dollars of investment, and nearly as many headlines, evidence for a practical scalable use for blockchain is thin on the ground.
Infant technology   
From an economic theory perspective, the stuttering blockchain development path is not entirely surprising. It is an infant technology that is relatively unstable, expensive, and complex. It is also unregulated and selectively distrusted. Classic lifecycle theory suggests the evolution of any industry or product can be divided into four stages: pioneering, growth, maturity, and decline (exhibit). Stage 1 is when the industry is getting started, or a particular product is brought to market. This is ahead of proven demand and often before the technology has been fully tested. Sales tend to be low and return on investment is negative. Stage 2 is when demand begins to accelerate, the market expands and the industry or product “takes off.”
Exhibit in original article

Across its many applications, blockchain arguably remains stuck at stage 1 in the lifecycle (with a few exceptions). The vast majority of proofs of concept (POCs) are in pioneering mode (or being wound up) and many projects have failed to get to Series C funding rounds.
One reason for the lack of progress is the emergence of competing technologies. In payments, for example, it makes sense that a shared ledger could replace the current highly intermediated system. However, blockchains are not the only game in town. Numerous fintechs are disrupting the value chain. Of nearly $12 billion invested in US fintechs last year, 60 percent was focused on payments and lending. SWIFT’s global payments innovation initiative (GPI), meanwhile, is addressing initial pain points through higher transaction speeds and increased transparency, building on bank collaboration.
Blockchain players in the payments segment, such as Ripple, are increasingly partnering with nonbank payments providers, the businesses of which may be a better fit for blockchain technology. These companies may also be willing to move forward more rapidly with integration.
In addition, the payments industry faces a classic innovator’s dilemma: incumbents understand that investing in disruption, and the likely resulting rise in customer expectations for faster, easier, and cheaper services, may lead to cannibalization of their own revenues.
Given the range of alternative payments solutions and the disincentives to investment by incumbents, the question is not whether blockchain technology can provide an alternative, but whether it needs to? Occam’s razor is the problem-solving principle that the simplest solution tends to be the best. On that basis blockchain’s payments use cases may be the wrong answer.
Industry caution
Some sense of this dilemma is starting to feed through to industry. Early blockchain development was led by financial services, which from 2012 to 2015 assigned big resources where it was felt processes could be streamlined. Banks and others saw activities such as trade finance, derivatives netting and processing, and compliance (alongside payments) as prime candidates. Numerous companies set up innovation labs, hired blockchain gurus, and invested in start-ups and joint ventures. A leading industry consortium attracted more than 200 financial institutions to its ecosystem, conceived to deliver the next generation of blockchain technology in finance.
As financial services led, others followed. Insurers saw the chance for contract and guarantee efficiencies and the potential to share intelligence on underwriting and fraud. The public sector looked at how it could update its sprawling networks, creating more transparent and accessible public records. Automakers envisaged smart contracts sitting on top of the blockchain to automate leasing and hire agreements. Others spotted a chance to modernize accounting, contracting, and fractional ownership and to create efficiencies in data management and supply chains.
By the end of 2016, blockchain’s future looked bright. Investment was soaring and some of the structural challenges to the industry appeared to be fading. Technical glitches were being resolved and new, more private versions of the ledger were launched to cater to business demands. Regulators appeared to be more sanguine than previously, focusing on communication, adaptation, and debate rather than impediment.
From an industry lifecycle perspective, however, a more complex dynamic was emerging. Just as the financial services industry’s blockchain investments were reaching the end of Stage 1—theoretically the moment when they should be gearing up for growth—they appeared to falter.
Emerging doubts
McKinsey’s work with financial services leaders over the past two years suggests those at the blockchain “coalface” have begun to have doubts. In fact, as other industries have geared up, the mood music at some levels in financial services has been increasingly of caution (even as senior executives have made confident pronouncements to the contrary). The fact was that billions of dollars had been sunk but hardly any use cases made technological, commercial, and strategic sense or could be delivered at scale.
By late 2017, many people working at financial companies felt blockchain technology was either too immature, not ready for enterprise level application, or was unnecessary. Many POCs added little benefit, for example beyond cloud solutions, and in some cases led to more questions than answers. There were also doubts about commercial viability, with little sign of material cost savings or incremental revenues.
Another concern was the requirement for a dedicated network. The logic of blockchain is that information is shared, which requires cooperation between companies and heavy lifting to standardize data and systems. The coopetition paradox applied; few companies had the appetite to lead development of a utility that would benefit the entire industry. In addition, many banks have been distracted by broader IT transformations, leaving little headspace to champion a blockchain revolution.
The key question now is whether those doubts are still justified. Or whether it is just that progress in blockchain development has been slower than expected.
Over recent months some financial institutions have begun to recalibrate their blockchain strategies. They have put POCs under more intense scrutiny and adopted a more targeted approach to development funding. Many have narrowed their focus from tens of use cases to one or two and have doubled down on oversight of governance and compliance, data standards, and network adoption. Some consortia have shrunk their proof of concept rosters from tens in 2016 to just a handful today.
The emergence of cryptocurrencies, and in particular Bitcoin, as potential mainstream financial instruments prompted financial services to move first on blockchain experimentation, placing them 18 to 24 months ahead of other industries on the industry lifecycle. Given that gap, it is not surprising that the earlier concerns in banking are now emerging elsewhere, with initial enthusiasm being eroded by a growing sense of underachievement.
The reality is that rather than following the classic upward curve of the industry lifecycle, blockchain appears to be stalled in the bottom left-hand corner of the X-Y graph. For many, stage 2 isn’t happening. As we enter 2019, blockchain’s practical value is mainly located in three specific areas:
·         Niche applications: There are specific use cases for which blockchain is particularly well-suited. They include elements of data integration for tracking asset ownership and asset status. Examples are found in insurance, supply chains, and capital markets, in which distributed ledgers can tackle pain points including inefficiency, process opacity, and fraud.
·         Modernization value: Blockchain appeals to industries that are strategically oriented toward modernization. These see blockchain as a tool to support their ambitions to pursue digitization, process simplification, and collaboration. In particular, global shipping contracts, trade finance, and payments applications have received renewed attention under the blockchain banner. However, in many cases blockchain technology is a small part of the solution and may not involve a true distributed ledger. In certain instances, renewed energy, investment, and industry collaboration is resolving challenges agnostic of the technology involved.
·         Reputational value: A growing number of companies are pursuing blockchain pilots for reputational value; demonstrating to shareholders and competitors their ability to innovate, but with little or no intention of creating a commercial-scale application. Arguably blockchains focused on customer loyalty, IoT networking and voting fall into this category. In this context, claims of being “blockchain enabled” sound hollow.

CONTINUES IN PART II
By Matt Higginson, Marie-Claude Nadeau, and Kausik Rajgopal
https://www.mckinsey.com/industries/financial-services/our-insights/blockchains-occam-problem.?cid=other-eml-alt-mip-mck&hlkid=9f09737f325e4674836f3a01887bcd87&hctky=1627601&hdpid=95e9bdfa-0709-4b4d-8252-f401bcaac86d

MEETING SPECIAL.... Master the Team Meeting


Master the Team Meeting

Business meetings aren't always enjoyable, but they are key to moving a team forward. Tips for making the most of your meeting time.

No matter how much we hate going to meetings, there’s a generally accepted best practice that teams should meet with their managers on a regular cadence. More often than not, unfortunately, I hear leaders and their staffs dreading these get-togethers. Shouldn't these meetings be looked forward to? That we felt they were time well spent with our colleagues and added value to our roles in some meaningful way?

There’s no reason you have to suffer or make your teams suffer through another tortuous hour or more.
Meeting Purpose
Set a clear purpose for your team meeting. What do you want your team to get out of the time spent together? Do you want them to stay informed about larger topics in the organization? Get to know each other and their respective work better? Talk with your team about what they want out of the session. This time is much more about their needs than yours, so align the purpose with their goals. A fun way to get this dialogue going is to ask each team member to complete this sentence: “My favorite meeting of the week is my manager’s team meeting because...” What would they say?

Agenda
I believe that if a meeting is important enough to have, it should have a time-boxed agenda and always be followed up with notes and action items (AIs).
·         As the team leader, you should solicit one to two hot topics per meeting from your team. I recommend you do this no more and no less than 48 hours before it is scheduled so ideas are timely and content is fresh. Topics should not be tactical—that’s what stand-ups and 1:1s are for. Instead, focus on strategic discussions and information sharing. On the latter, do not make it a status reporting meeting. Information sharing could be a product demo or draft of a presentation someone is seeking feedback on before it goes out.
·         Always send the agenda for the meeting 24 hours in advance. This sets expectations and ensures no surprises and attendees are well prepared.
·         Prepping for the meeting should take less than 15 minutes. Solicit agenda items, prepare agenda, communicate agenda. Long slide decks and spreadsheets created just for the meeting is a total waste of time. If those materials already exist and can add value to the discussion, then owners of said content should A) share these materials as pre-reading ahead of the meeting and B) bring said materials with them to share.
·         Lead by example for your team and read all materials sent in advance before the meeting. If you have not read them, no one else will; you'll be wasting people’s time. If you’re prepared, everyone else will be prepared.
·         Finally, always carve out 10 minutes at the end of the agenda to take the pulse of your team. My method is “share thumbs at one”. Count three, two, one. On one, everyone gives a thumbs up, down, or sideways. I do a quick read of the room and video screens to gauge if we’re trending in a particular direction and, if so, take time to discuss. People feeling really up? Share why! People feeling down? How can we work together to make things better? This simple, transparent way of sharing how the team is feeling is a great way for you to lead and for them to support each other. I also find doing this at the end versus the start of a meeting tends to give you a better read because no one is bringing the stress from a prior meeting into their pulse check.

Meeting Engagement
No one wants to listen to a monologue and no one wants to be in a meeting with other people who are checked out. Several pro tips can help to avoid this:
·         Ask one or two members of the team to take the lead on the hot topics in each meeting. They do not need to be subject matter experts, just the topic leader. This includes having them facilitate getting pre-reads to team members ahead of the meeting. The more they have ownership in a topic, the more engaged they’ll be.
·         The team’s leader should not speak more than one-third of the time throughout the meeting. Other than updating the team about broad company topics, your job is to guide the discussion and listen. If you’re a poor facilitator, and this is not every leader’s strong suit, then bring someone in who is. I’ve seen everyone from executive assistants to HR leaders to program managers facilitate meetings, keeping the group on topic, on time, and to pay attention to the room. I don’t recommend making a team membr the facilitator; they are there only as an engaged participant.
·         Read the room. Are people reading their email, checked out on a remote phone or video line, or rolling their eyes at each other (visibly or under the table on their cells via text)? Pay attention to what’s happening and pause if you see this kind of behavior. If you’re losing people, you’re wasting everyone’s time and you’re costing the company money. (Do the math. The average team meeting can cost a company thousands of dollars every week!). Tell people to put their phones or laptops away if they are checked out. Ask people called in remotely if they have anything to add to the conversation. If the topic is falling flat, be direct and ask why or solicit suggestions on how to make it more engaging. For example, budget discussions are rarely engaging so even a simple “bear with me as we get through this” can go a long way.
·         Have fun! It’s great to start a meeting with a funny anecdote or personal story to wake up the room. Maybe someone on your team has a good customer story or had someone on their team get a “win” worth sharing. Perhaps you have a fun personal story to share that shows your human side. Keep it light where you can, but serious during some of the tougher topics (budget, staffing, etc.). This fortifies the culture of your team both inside and outside of the meeting.

Tactical Stuff
The time of the meeting and who attends is just as important as the agenda and the content. Pro tips:
·         Timing: Is your team scattered across multiple time zones? Find a time that’s mutually convenient for all team members. Do you find the meetings always run over? Schedule them for an extra 30 minutes. If it ends early, you’re a hero. Do team members have family responsibilities in the morning or after work? Don’t schedule meetings that conflict with these obligations if it can be avoided. I also generally discourage team meetings on Mondays (holidays and long weekends often cause these to be rescheduled or skipped) or Fridays (long weekends, and not much time to debrief or process hard topics before the weekend).
·         Decision making: If a meeting has more than eight people attending, make it an “information sharing” session. Tee up decision topics for discussion and, unless it’s a layup, take the actual decision off line. Otherwise, there are too many cooks.
·         Assign and rotate note taker.. You and/or the facilitator cannot read the room and take notes at the same time. Further, by rotating the role across your team, you foster engagement and get fresh perspectives on the meetings each time. Notes should be distributed no later than 24 hours after the meeting while things are fresh. Always call out AIs with owners and deadlines in the notes.
·         Guests: An agenda should always build in intros for guests and should be time-boxed for cameos. For example, if the head of HR is a guest at your meeting to talk through the next review cycle, the team should know that person will be there and why. Further, unless there’s scheduling trickiness, have guests come at the start or end so as not to disrupt the meeting. My personal preference is guests at the start. Then we get into our regular routine.

Most important, don’t set it and forget it. If you do change things up, be clear on why you’re doing it and give it time to settle. Starting or overhauling your meeting process won’t necessarily show positive results the very next meeting, and changing it too often could cause unrest, and even distrust if the rules of engagement keep changing. Have at least four to six meetings for a new routine to set in and then evaluate whether the changes are effective and adjust as needed. Solicit feedback from your team regularly, too. After all, it’s their meeting!
by Julia Austin

https://hbswk.hbs.edu/item/mastering-the-team-meeting?cid=spmailing-24338423-WK%20Newsletter%201-2-2019%20(1)-January%2002,%202019