How to Run a Make Me Better Meeting
Improving an idea with group thinking
Individual learning is key for organizational learning. Make Me Better Meetings (MMB) as described in John Strelecky's book "The Big Five for Life" are a great way to connect both.
What is the goal of a MMB?
MMBs are usually used for risky bets - idea with lots of uncertainty, substantial investment and high potential. The goal of this meeting is to help improve the presenter’s idea. (Nota bene: not shutting it down. This may still be a potential outcome of the meeting, but this is entirely up to the presenter at this stage.)
Who takes part in a MMB?
A presenter (duh!), a host and as many participants as you see fit. The host’s job is to moderate the discussion and keep it focused on the goal: making the idea better.
The ideal number of participants depends on the idea itself, the structure of your company and how familiar it is with this type of meeting. Group dynamics tend to change above a group size of 12 people, so you might want to start with a smaller group and potentially increase the number of participants going forward. The most important aspect of a great MMB group is diversity. And diversity in this context includes gender, experience, departments, nationalities etc.
How do you run an effective MMB?
The presenter gets 20 minutes to pitch the idea. Afterwards, the host kicks off the discussion. Participants may ask clarifying questions and suggest how to tweak the idea.
In order for the participants to provide useful feedback, it is crucial for the presenter to state what success looks like. Which KPIs will be used to determine whether the idea has been successful (once realized). Of course, the KPIs are also up for discussion afterwards…
During the discussion, all participants are expected to stay focused and actively contribute in a constructive manner. This means statements like “This will never work.” or “But we don’t have enough money to fund this.” are banned from the conversation. Instead, everyone is asked to frame their feedback in a positive way and to provide suggestions on how to improve the idea whenever pointing out potential flaws.
When is a good time to end the discussion? Whenever the presenter feels like they have gathered enough input. Whenever the number of (high quality) inputs from the audience is dropping significantly. Whenever the group no longer adheres to the MMB principles. Or once the timebox is over in case you decided to set one upfront.
Why should you try this?
It’s really fun to think about a colleague’s idea. Consider it a little brainteaser that will provide you with insights into other departments, new markets etc.
It teaches you how to think strategically. Less experienced participants can learn a lot by observing which questions are asked by more experienced people in the audience.
It enhances the team spirit. Helping each other get better instead of fostering competition is a great way to actively shape your company culture.
How do you like our little cheat sheet? Have you tried something similar in your organization?