How the Check-in Increases Productivity even with “Left-brain” Teams

Written by Renée Safrata - renee@reneevations.com, February 12th, 2010

Recently I did a post on the “check-in.” This is a simple applied emotional intelligence technique for leading a meeting that can take team members from distracted to focused in just minutes. The check-in involves having people describe in a couple of minutes what is on their minds before jumping into the meeting’s agenda. One reader tried the check-in and here’s what happened:

I get tired of competing with all the stuff in people’s heads when I’m trying to run a meeting, so I decided to try the check-in. I did my check-in first but when I finished, everyone was staring at me blankly. Finally one person piped up with, “I thought we were discussing the new product specs, not doing a therapy session!” That got some laughs. I haven’t given up with the check-in but would appreciate any thoughts you may have for introducing it in such a way that people don’t get defensive or trivialize what’s going on. By the way, I work with very technical people (engineers).

Sincerely yours,

Checked Out

“Checked Out” makes a great point. Most people are more comfortable dealing with facts, data, intellectual constructs, and linear thinking. They’re not used to opening up in meetings. However, when it comes to improving team results, a little applied emotional intelligence can go a long way. Here are some ideas for making the check-in work for you while asserting your leadership style at the same time:

1. Provide a context: Start with the importance of team collaboration, communication, and problem solving to increasing results and fostering decision-making.
2. Describe the problem: Few people would deny that distraction is a productivity killer. By describing the check-in as an opportunity “to dump distractions at the door” so you can free your mind to focus, you reframe its value in terms of business goals. You also clarify your expectations for the meeting: total engagement.
3. Clarify what is being shared at the check-in: The check-in isn’t for personal sharing per se. It’s for sharing your personal reactions to business concerns that weigh heavily on your mind. This might be a concern related to a high workload, an urgent project, or a stuck-point with a customer or direct report.
4. Describe typical results: The check-in not only helps build empathy, but it also helps people see that others are facing as many challenges as they are. Insight into to “what’s going on for the other person” helps build trust and openness, which, in turn, lead to more productive brainstorming and problem solving.

“Checked Out,” thanks for not giving up on the check-in. In my experience, the more “left brain” the team, the more explanation the check-in requires. And permission, too, because most people need to be reminded they do not have to be thinking all the time. Indeed, over-thinking can get in the way. Once they get the power of the check-in, they’ll be doing it without thinking twice.  Let me know how it goes.

Related posts:

1. The Secret to Aligning Teams for Fast Results
2. Emotional Intelligence and Our “Private Self”
3. How to Prevent a Loss from Destroying Team Productivity
4. Manage Multitasking & Interruptions for Increased Productivity
5. The Secret to Turning Meetings into “Results Generators,” Not “Time Wasters”