The first three of six principles for successful ‘Reverse-Flow’ meetings

Putting together an effective employee input program is not as simple as it may appear. Here are a few principles that successful companies have followed.

1.  Hold regularly scheduled meeting for the express purpose of company improvement

After about four weeks, people begin to lose focus on a task. That’s why I recommend scheduling employee and management input meetings at least once a month.

The key is consistency. You should schedule meetings at the same time, for the same day each month. If a meeting must be postponed, it should be made up before the next scheduled meeting.

2.  Create a neutral atmosphere

A non-manager who can facilitate employees during input meetings is a plus. Whatever you do, do not censor people’s ideas. Decision-makers’ responses can help clarify why some ideas may not work as well as others.

In any program, it should be the function of management to support employees who have ideas and suggestions. Even if the suggestion for change won’t work, the employee should be aware that management appreciated the attempt solve a problem.

3.  Separate creative and analytical

Separate the brainstorming part of the meeting from the evaluation. Creative ideas always flow in a neutral fun atmosphere. The first idea mentioned might not be great; however, it could trigger an idea that is better, and that idea could lead to even better ones.

Too many brainstorming sessions use a pattern of determining the value of an idea the moment that it appears. If the evaluation is negative (“That’s a stupid idea!”), the person who brought it up may decide to stop participating and begin to sulk. The possible chain of ideas leading to final brilliant concept is broken.

Next: The final three principles

Ask your employees – The Reverse-Flow meeting.

A few weeks ago I had an interesting conversation with a gentleman at a large (Un-named) University in Toledo.

He said he was really interested in creating “Self Directed Work Teams” in some of the areas with which he worked.

Since, I really wasn’t familiar with the term I told him that I thought there wasn’t a fit with Business Navigators.

I went back to Business Navigators world headquarters and after a day and a half of research I discovered that for the past twenty-three years that is exactly what I have been doing.

It’s called ‘The Reverse-Flow’ meeting and in the next few postings I want to share exactly what that looks like.

First, why do I call the meetings “Reverse-Flow”? I call the meeting by that name because often communication and “other stuff” flow downhill from the “Top”. These meeting reverse that flow back to the top of the organizational pyramid.

Here is what I believe.

You may have already hired to solutions to most of your problems. Your employees can identify key issues, prioritize strategies and implement action plans, which can improve many things including your bottom line.

A few years ago at one of my clients, an HVAC (Heating Ventilating and Air Condition) distributor, I heard these comments during our monthly Reverse-Flow Meeting.

“Customers are waiting on hold far too long; some of them give up and call somebody else.”

“It’s not my fault. I switch them to the counter and let the counter know what line they are on.”

“How can I hear Sue’s page when I’m talking to a customer who’s at the counter.”

“It’s the purpose of this meeting to find out how we can solve this problem. How can we change the way we are doing things to make things better?”

By the end of that meeting a strategy was developed and immediately implemented. At the next meeting the participants agreed that the bad situation had greatly improved.

Was that a meeting of managers?

No, they were front-line employees who identified a barrier which prevented good customer service. They corrected the problem.

Rick Day, president of Heating & Cooling Wholesalers Inc., in Toledo, Ohio, believes just that. “Our business wasn’t moving at fast-forward until we got some of the best professional help in the industry.” Day said. “We tapped into the resources that were already on site – the professional help of our employees and staff. When we stopped looking at our employees as problems and rather as the source for solutions, things have become better.”

People who are best-suited to make things better are those who are involved with the situation.

Next: Six principles for successful Reverse-Flow meetings.