Daily Management Meeting — For An Engineering (Or Any Professional) Team?

Community Daily Management Meeting — For An Engineering (Or Any Professional) Team? Jim BlackOctober 24, 2022 Bigstock {"adCodes": [{"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 0, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}, {"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 1, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}, {"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 2, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}], "adsOrder": [2]}

Why do I talk to my team every day?

In lean principles, many manufacturing teams have a daily management or “stand-up” meeting at the beginning of a shift. The purpose of this meeting is to have daily contact with employees, set objectives, review metrics, and simply communicate what is happening within the team. Common goals for this meeting include setting the tone for the day and helping employees feel connected.

Can this work for professional teams as well?

They Will Hate It… At First.

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I have been conducting a daily management meeting with my engineering teams for more than 15 years now. My meetings are NEVER perfect, and I have found them difficult to start with a new group.

Engineers do not behave like production, so these teams have been very resistant to my implementation of the daily meeting. “Why do we need to do this?” “We know what’s going on.” “We know what to do.” “This is a waste of my time—I could be coding right now.” Regardless of the words, these professionals resist the need to meet.

What I have found is that these daily meetings take several months to take hold. At first, everyone is resistant to taking 15-30 minutes every day to “talk.” Over time, you win over a few early adopters because they see the value of getting information. On a small team, this period is shorter. The larger teams always have one or two true naysayers who dig in.

The truly resistant teammates in the process are sometimes the very best reason for the meeting. They complain the most and get the most from the discussion. As the weeks pass, the biggest haters often convert into the greatest advocates. They tend to be the first to complain when a meeting is canceled because they had something to say. They feel engaged despite not “liking” seeing everyone each day. I find they secretly have learned to like these meetings.

Tips For A Successful Meeting:

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​To begin, I have adopted my format based on each individual team. Time, place, duration, and content are dependent on the needs of the team and will change over time. The following are simply a few things I have found successful.

• Same time and place — every single day: at first, you need to meet every day to build a habit, and I will not relent on this for at least a year. Location and time must also have consistency for the habit.
  
  
• Minimize the agenda to a few key topics — initially, I begin with announcements for the day, a review of major projects, key milestones, and open concerns. If you have more than five topics, you will not be effective. Be concise.
  
  
• Limit meeting time — always limit the conversation. Twenty minutes is my average, and I am consistently less than 30 with very few exceptions.
  
  
• No one is permitted to skip the meeting without asking prior permission. I usually ask for 24 hours’ notice, and you are expected to participate unless you receive a pass for the day. Myself included.
  
  
• Promptness is key — meetings begin at 11:30 am and make that known. Enforce it. Having the team show up on time is a level of respect for your teammates. Don’t allow tardiness to go unnoticed.
  
  
• Allow for sidebar and silliness… to a point — not everything in a team needs to be transactional or business oriented. Many of my meetings have gone off the rails early and ended with good team building. If everything is transaction based, the team will have a robotic feel.
  
  
• Allow the team to form the meeting — in the beginning, commanding control is necessary to build confidence in the process. Over time, allow the team to morph into what it needs to be successful. Many of my teams have abandoned my original agenda within four to six months and developed their own feel. The purpose of the meeting is for the team—not your own agenda.

(P.S. I used this very effectively during COVID-19, and when my team works from home, we still meet virtually to remain connected. These meetings do not need to have a physical presence to work.)

How Does This Benefit Me And My Team?

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Connection—teams need to know they are connected and feel part of something greater than themselves. A good team builds rapport over time and learns to feed off one another.

I have built some strong teams in my career. My first team where I employed this process was very disjointed, and I had many lone wolves asking to be left alone. Give me my work, and get out of my way. Each person was great and a true expert in their niche. However, they did not work together to learn, grow, and become better.

I made many mistakes with this process, and after the first year, we still were finding our stride. In the second year, we began to gel. In year three, our meetings became more than expected. Problems were solved in minutes, not days. Issues were in the open versus the behind-the-back discussions. We won internal business challenges between teams by orders of magnitude. Everyone was in it for the benefit of the group—even the lone wolves. Years late after I moved on, two of my “toughest” engineers actually thanked me and missed those meetings in their career. They agreed they still hated the meeting, and they remembered how great our team performed.

Can you do the same? I say yes. The secret sauce is the discipline to push beyond the initial hatred and allow the process to grow. My mentor who asked me to begin this process knew I hated it as well, and he pushed me to keep trying. He could see the benefits before I could.

When a team communicates well, shares the same objectives, and solves problems openly, no one can stop their performance. Would you like to have this same experience?

Summing Everything Up...

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As I hinted earlier, I was an initial skeptic. I did not want to “waste” time with a 20-30 minute meeting every day. Add all our hours up over a year, and my lean mentor would show me the thousands of seconds lost! I persevered.

Remember, the key to the process is communicating. At first, you will be the leader doing most of the speaking hoping someone listens. Eventually, others will open up and share as well. Even the naysayers will pick up on some of the discussion allowing it to seep in slowly. Regardless, be consistent. Push the team to interact and develop the habit. Use command/control initially, and give the team room to breathe. See how it grows.

The first few meetings will be 100% for you as the leader. Eventually, the tide will shift and become about the team members. If you have an exceptional team, the discussion will become something even greater than imagined. You will see your team care for one another, discuss issues respectfully, and perform better than you imagined… all because you made them talk to each other for 20 minutes a day. Stating it like that, it is such a small investment with immeasurable returns!

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daily management meeting {"customDimensions": {"1":"Executive Community, Jim Black","3":"daily management meeting, stand-up meeting, engineering, engineering team, professional team, teamwork, team, team building, team development, team members, engineers, leaders, managers","2":"community","4":"10/24/2022"}, "post": {"split_testing": {}, "providerId": 0, "sections": [0, 544324100, 544398570, 473333499, 479660731], "buckets": [], "authors": [21030904, 25315544]} } 8 Ways You're Being SHUT OUT Of The Hiring Process1-hour workshop to help job seekers figure out what's getting them tossed from the hiring processCover Letter 3 Tips For Overcoming Your Biggest Job Search FEARS Jenna ArcandSeptember 28, 2022 {"adCodes": [{"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 0, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}, {"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 1, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}, {"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 2, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}], "adsOrder": [2]} Are you terrified of screwing up a job interview? Does the thought of writing a cover letter horrify you? Are you scared to network with others? What do you even say, anyway? If you're struggling to overcome your job search fears, this live event is for you.

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How can you get a hiring manager's name? Job listings posted all over the place simply read "no phone calls" and "direct resume to BD," or some other letter combination at some post office box or no-reply email address. Getting a name is like trying to find a needle in a haystack.

We won't lie. Finding a hiring manager's name is tough, very tough. It can be done, though! It takes work and a bit of sleuthing. Anything that is worth something is worth working for—right?

So, here are seven effective ways to find a hiring manager's name...

1. Call The Receptionist

Try calling the receptionist at the company where you are applying. You can ask him or her for the name of a person in human resources.

If you are nice and engage the person on the phone, you will likely come away with a name. It sounds easy, and sometimes it is as easy as making a phone call and asking for what you're looking for.

2. Ask To Be Directed To The HR Department

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When calling a company, ask to be directed to the human resources department. You will likely get the voicemail of a person within the department.

Even if he or she is not the right person, when your resume shows up, they will pass it along to the appropriate counterpart in the department.

3. Use Social Media

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Looking for the name of a hiring manager after having no luck with the tips above? This takes more digging.

Use LinkedIn and Facebook to find people. If you are on LinkedIn, you will need to do a lot of looking to identify people who are associated with the company you are targeting. Join affiliated groups so that you can write to those people directly without an introduction.

Is that sneaky? No. LinkedIn is a tool like any other. You need to know how to use it.

From there, you can introduce yourself to a person at your targeted company, network with them, and obtain a name. Facebook takes a little more work because you need to introduce yourself and be added as a friend. We recommend sticking with LinkedIn if you can.

4. Find A Listing Of Senior Management

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Traditional research also works. When doing research on a company, oftentimes the company will have a listing of senior management. You can start there.

Send a letter or email to one of those people. You never know—you might get a response asking you to send your resume to them directly, or they might even give you the name of someone to reach out to within the company.

Your best bet at receiving a response is by writing your disruptive cover letter in the body of the email. That is, tell a compelling story about why you're passionate about the company and the problem you think you can help them solve.

Never underestimate the power of storytelling!

5. Network With Everyone You Know

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The rule of six degrees of separation is what LinkedIn is all about. Everyone is six or fewer connections away from each other. Therefore, you should step up your networking efforts.

You can find the name of a hiring manager from friends, friends of friends, acquaintances, and many, many others.

6. Use Hunter.io

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Hunter.io is a site that can help you track down emails of people at a specific company. This is an incredibly useful tool to have in your job search. Use it to find the name of a hiring manager in seconds!

7. Get A Trade Publication

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The trades publish newsworthy information about what is going on in a specific industry and continuously publish the names of people and companies. It is a great way to maintain abreast of industry happenings, too.

When people are promoted or move to a different company, a name is often published. This can help you find the name of a hiring manager in a direct or indirect way.

There is no such thing as anonymity anymore. If you want to find someone, you most certainly can. Use these seven tips to find the hiring manager's name you're looking for. Happy hunting!

Need more help with your job search?

We'd love it if you signed up for Work It Daily's Event Subscription! Get your career questions answered in our next live event!

This article was originally published at an earlier date.

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There are a lot of business owners out there right now that might not want to own a business anymore. They want to work for someone else.

When you first become a business owner, you think you'll be doing this one thing you dreamed of doing all day long. Nope. That's only about 10% of your job. The rest of the time you're doing things that you hate doing in order to run the business.

I've worked with many people who've said, "I'm done running the company." But recruiters are critical of professionals who suddenly want a job after owning a business.

What Recruiters Are [email protected] Replying to @bookbae256 How to explain why you want a job after owning a business. #careerchange#resume#businessowner#jobsearchhelp#jobsearch#jobsearchtips#boss#career#howto#howtotiktok#explainyourself♬ original sound - J.T. O'Donnell

When recruiters see that you've owned a business, they're thinking a few things:

• Did the business fail?
• Is there something going on in your personal life?
• Are you sick?
• What's making you not be able to handle running a business anymore?
• If you do work for us, are you going to be a know-it-all?
• Are you going to want to run everything because you've always been in charge?
• Will you get bored easily?
• Is this going to work for you because you've never reported to anyone?

These are all the negative things that go through a recruiter's head when they see that you've owned a business and now want a job at their organization. Your job is to disrupt that mindset.

A Connection Story Is KeyBigstock

You're not going to disrupt that negative mindset by writing a good resume. How you do this is through your networking strategy and through what we call your connection story.

You need to create a great narrative, a connection story about what you've experienced and what's making you want to make this transition. Now, you're not going to be brutally honest, but what you can say is something like this...

"I've done all I can as a business owner. It's been a great and powerful experience. Yes, it's had a lot of upsides, but there are a lot of downsides, too. What I'd like to do now is work in a larger organization, bigger than the one that I've owned, collaborate with like-minded people, and learn and grow. When you're the only person, you're not learning or growing as much. So I think it's been a great run as a business owner, but now I want to learn more about this and I want to grow in this area. And taking on a job like this would give me the opportunity to do that. Plus, having run a business, I really understand what goes into it and how hard it is, and no one will be more respectful than me because I will understand what you're going through. So I will work like I own the business, but I'm not going to act like the business owner."

This is how you can shift a recruiter's perspective because you're able to explain to them valid business reasons why it would make sense to go and work for someone else. But that comes from your narrative, from your connection story, and the best way to share that is with your disruptive cover letter. This way, the recruiter is reading that story in your disruptive cover letter first, and then when they see your resume, they're not misinterpreting it. And that's really the secret to explaining why you want a job after owning a business.

Need more help with your job search?

I'd love it if you signed up for Work It Daily's Event Subscription! I look forward to answering all of your career questions in our next live event!

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