Hello, I'm Director Oyabuchi.
Meetings with clients are necessary to move a project forward, but a major part of the director's role also includes deciding the agenda, preparing materials, and even moderating the meetings.
This time, I would like to talk about what I usually think about before a meeting and how I proceed with the meeting.
Meeting content that changes depending on the situation
In my previous article on " How to Create a Schedule, " I briefly mentioned meetings. Meetings are scheduled according to the schedule you create at the start of the project, but the details of the meeting agenda are gradually decided as the project progresses.
For example, let's say you have a meeting to present a design proposal.
If the client requests that they "let me see the design and decide" during the wireframe proposal in the previous process, you will need to focus your discussion on that part and explain the actions that will be implemented during coding.
Also, if the proposed design is not accepted, it will be necessary to ask about the areas that need to be revised and adjust the schedule.
Depending on the situation of the case, we have to decide the direction and content of the proposal flexibly. I think meetings are essential because they allow us to meet in person, share the situation with the client, and make proposals and consultations.
However, no matter how many meetings you hold, it is meaningless if you do not clearly decide what to discuss at the meeting. You need to understand what issues there are in the current project and prepare in advance to make them the agenda.
Issues become topics
Projects are always fraught with challenges.
For each project, I always create a task management sheet shared between the production team and the client (for details, see " Task Management Sheet for Directors Using Spreadsheets"). As the project progresses, the number of tasks increases, and at peak times, many small tasks that need to be done arise every day. It is impossible to keep track of all the tasks with just my memory, and I don't think I could work as a director without a task management sheet.
A task management table created using a spreadsheet and printed out for the meeting. We review the current tasks and organize them into those that need to be resolved as a priority.
As issues arise, we add them to the management sheet, but at the same time we consider who should do what, and when, including whether the issue can be resolved immediately, whether we need to get the client involved, or whether we need to adjust the schedule.
In this way, we look at the goal of each problem and sort them into those that can be solved immediately and those that cannot be solved immediately and will require further effort.
Continuing issues then become potential meeting agenda items.
For example, if you suddenly need to ask a client to create a manuscript that is not on the submission schedule, it is better to confirm what the manuscript will be like and when it will be submitted during a meeting rather than over the phone or email.
In this way, the agenda for the meeting is decided as soon as issues arise.
However, if there are a lot of issues to be addressed, trying to make all of the current ongoing issues the agenda for the next meeting will result in too many decisions being made at once, making the meeting less efficient.
It is also necessary to check the schedule, prioritize issues, and decide which should be on the agenda for the next meeting and which should be left on the issue management sheet for now.
Submit meeting materials in advance
We always create an agenda as meeting materials for each meeting.
The agenda includes the topic, the category of the topic (explanation, proposal, confirmation), the person in charge, and the required time. We believe that creating an agenda is essential in order to clarify who will say what and to set goals such as what to decide for the day.
We try to submit the agenda and proposals to the client the day before the meeting. By having the client confirm the agenda in advance, they can prepare on their side. When I say preparation, I don't mean having them create any materials, but rather, for example, to "prepare to respond."
This will go more smoothly than suddenly proposing a design on the day of the meeting, having them check it on the spot, and waiting for a response.
In addition, to make it easier for clients to visualize the content of the meeting on the day, we try to write the agenda as specifically as possible, such as "Design proposal for page XX."
It's also important to schedule a meeting time.
I prepare for what needs to be discussed and decided, and then move through the agenda within the agreed time to eliminate wasted time, making meetings more effective.
"Cheatsheet" is a list of future issues
During a meeting, one agenda item may give rise to new issues.
For example, a common situation is when the proposed content needs to be revised. In this case, two issues arise: "By when will the production side make the revisions?" and "By when will the client reconfirm the content?" It is best to decide such things as soon as possible.
So what I prepare is my own " cue card ." As the name suggests, it's something that only I glance at during meetings.
A cheat sheet for hosting a meeting. I read it over and over again right before the meeting to practice what I'm going to say.
By anticipating issues that may arise from each agenda item and leaving notes such as, "If any corrections are necessary, we will make the corrections by X date, so please confirm again by X date," it becomes easier to resolve issues or make plans on the spot without having to spend time reviewing the schedule after the meeting.
Easy-to-understand tasks can be quickly recorded on a task management sheet, but when a task arises it is not always clear what needs to be done.
I make daily notes of such things that have not yet been raised as issues but that may become important later, and then put them on my cue card when preparing for meetings.
Writing notes every day is also an important part of preparation for holding a meeting.
summary
I believe that meetings with clients are valuable time, so I consider the flow and situation of the case and set carefully selected agendas for each meeting.
In addition, while the meeting is in progress, we also make sure to prepare thoroughly so that we can wrap things up properly within the limited time.
As a project reaches the middle stage, the number of issues increases and I often find myself busy preparing for the next meeting, but when I have a productive meeting, I feel very fulfilled.
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