The short daily meeting.
WHAT IT IS FOR
The team coordinating: what is blocked, what needs help, whether the goal is at risk.
WHAT IT IS NOT FOR
Reporting status to a manager Detailed problem solving Justifying how time was spent
WHY THAT MATTERS
A meeting that becomes status reporting produces defensive summaries and no coordination.
WHAT TO KEEP IT TO
A few minutes.
WHAT TO COVER
Progress toward the goal Anything blocked Anything needing help
WHAT TO DO WITH DETAILED DISCUSSION
Note it, and hold it afterwards with the people involved.
WHY
Otherwise most of the team listens to something irrelevant to them.
WHAT TO FOCUS ON
The work, rather than the people.
WHAT THAT LOOKS LIKE
Discussing items on the board rather than going around the room.
WHAT TO DO ABOUT DISTRIBUTED TEAMS
Consider a written update, where time zones make a meeting costly.
WHAT TO ASSESS
Whether anyone acts differently as a result of the meeting.
WHAT TO DO IF NOBODY DOES
Change it, or stop holding it.
