The Stories We Tell: 7 ways to check in before a meeting (and why it’s important)
Bringing in a consistent 5 minute check in practice for meetings and group gatherings - I believe - can tell us stories about ourselves, the roles we hold, the systems we’re in and how those dynamics play out, as well insights into how we’re focusing, what we need, and our pace at work.
Story 1: How Am I Doing Today?
Global issues affect us all and even impact our work in our own communities. Each day we can be influenced and affected by what we see and hear. How does this show up with our colleagues and teammates and the system we’re working in? Before we start a meeting, the check in can tell the story of ‘how am I doing today?’
For 5 mins before a meeting starts, ask colleagues to write in the chat (if online) or share in the room, answers to the simple check in question: ‘In three words, how am I doing today? E.g. eager, impatient, curious.’ Keep it short and simple. Be ready to listen, without engaging in a long discussion that derails the meeting.
Story 2: The Story of the Group
We want to feel like the meeting or workshop we’re participating in has purpose and that we belong. We want to come away from the meeting with clarity, motivated to take the next step. We can facilitate spaces that foster safety and belonging, by acknowledging our own mistakes, getting curious, and celebrating moments (even challenges) where learning can happen.
When we show up for a meeting, many of us are getting ready to think about our role and responsibilities with a strategic goal and want to feel included within the organisation or team for example. However, innovation and creativity is less likely when psychological safety is not in place.
For a facilitator, manager or leader, a check in and check out can unearth potential conflict, worries, concerns or challenges. A group coming to the meeting could have a mix of positions that we need to be aware of. Some may be worried about their role and don’t feel as though they’re adding value; another group member may be able to ask questions but do not feel able to speak out and challenge. This all plays into the story of the group.
Try: ‘On a scale of 1 - 5, how clear are you on your actions within the team? 1= very unclear. 5 = very clear. Pop in chat, or share. We’ll ask again in the check out because it helps us to address issues in the team and gain clarity.’
Story 3: The Story of the Organisation
How often do we think about the values of our organisation? And how does the workplace culture reflect those values? By bringing in the helpful practice of check ins and check outs into gatherings with clients or stakeholders and meetings across departments, we can gather data on the story of the organisation. How does the organisational infrastructure show care for the team and key partners? What other values can come to light in a check in? For example, achievement, knowledge, challenge, collaboration, fun. All values we may hold as leaders.
Use specific questions with your team that bring to light concise answers so that you can cover the agenda and prioritise effectively after you’ve held a check in.
Story 4: The Story of Power
Next is the story of power. Power can be assessed in a check in so that we can acknowledge and be aware of it, and where there might be positional, perceived, or other forms of power. What impact does this have? What does it tell us about our strategic goals and broader aims? Power can be shared when knowledge is shared so how are we creating spaces where all expertise and experiences are heard, listened to and included? Where forms of power are challenged in order to pave a new path?
Bringing a check in into your meeting practice can illuminate systemic issues causing harm and taking away power that brings about positive change.
Story 5: The Story of Commitment
As a leader, how committed am I to the next meeting and what will help me to show up to work with these different dynamics? A check in also allows us to recognise we might have been working on something else just before the meeting.
What will help me to commit and be present? For example, would a coffee, water or snack help or do I need a breath of fresh air? Show compassion to yourself and others.
Think about starting a meeting 5 minutes before the hour or finishing 50 minutes later instead, allowing for breathing space in the day when it’s back to back. This is the story of commitment.
Story 6: The Story of Time
This brings us to the story of time. We need data to help us work and understand the different paces each of us might be working at. When do we need to speed up? When must we slow down? Do we need adequate time to prepare and follow up?
How can our meetings carve out space to acknowledge and respect the time it takes to land in the meeting, focus on the topic and agenda, listen and be ready to contribute and process whatever feelings might be surrounding us in that time?
If we’re rushing to a deadline, a quick physical stretch before we start a meeting could help us to focus and regulate emotions. If we’re struggling with a project, a check out could be task oriented and build in accountability against timelines as well as clarity. Give yourself the time to work out what makes sense to you and your team or community.
Story 7: The Story of Focus
Finally, the story of focus brings us back to what we’re here to do. A check in reminds us of our purpose, what is needed and enables clearer decision making.
A simple check in could be ‘what did you change since our last meeting? What stayed the same?’ And a check out could ask that you list your actions (or remaining questions) from the meeting.
By bringing all seven stories together - individual, group, organisation, power dynamics, commitment, time and focus - we gain a fuller picture of the system we’re working in and our roles within it. For leaders, facilitators, managers, coaches - being present with these insights strengthens what we are here to do.
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