Now if you plan to directly build value by meeting with your customers, you better live up to this optimistic goal and you better make sure that perceptions of "value" are shared. For instance, I would be really upset if my internet provider summoned me to a meeting to discuss how I can save $2/month by using their combo package. I'm not saying that I don't want the savings, I am saying if it's $2 e-mail me, if it is $200....phone me, if it's $2000 then by all means show up on my door step (fully clothed and bearing no weapons) and tell me all about it.Some of you might think that some topics are so important that they deserve steady, frequent communication such as "Monthly Staff Meetings". I call these meetings "newsletter meetings," because they are general, have many items on the agenda and aren't for any specific purpose apart from communication. How many of you read newsletters? How many of you want to read every newsletter you receive? I rest my case.
If you really really really have to have a general meeting, then do it over a meal. At least people get to eat.
(chart courtesy of Crappy Graphs)The reality is, very important topics are usually addressed in dedicated communication (i.e. you don't fire people in corporate newsletters even though it might be more efficient). Now don't cheat and call these meetings team building, no team building is team building. Take the team out to dinner or golfing. If you feel so guilty that you need to justify it, then try some charity work; but don't invite people to meetings intending to send a detailed agenda later. This means you just want to meet because you are either lonely or tired from hearing your boss and want to hear yourself instead.
Lastly, feel free to ignore my advice if your staff meetings are as fun as this one:
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