I'd like to write more about meetings today. It's not a series of posts (officially), but looks like it's evolving as one, since I'm picking up on my earlier posts on how to reduce the toxicity of meetings and how Skype works as on organic supplement for knowledge sharing in our company.
On top of the usual UX meetings and dev kick-start meetings, we've introduced a new kind of meetings recently. The company board meetings. We're just in this phase of growth when it's about time to try boards for decision making. At the moment, we've got the Product/UX Board, the Development Board and Marketing Board. The founders/stakeholders board (the Head Board) has been in action for several years by now; this board is responsible for taking decisions about the company policy, some strategic visions, etc. It's those 3 new boards we've started just now. The boards, usually 5-7 people, work by a simple 5-2 vote (or a 4-1). The board members are of a mixed background: marketers and developers are sitting in the Product/UX board along with the UX people and feature owners (check who the feature owners are); developers and designers mingle with marketers in the Marketing Board. The good sign that confirms the integrity and the common shared vision of our team is that it rarely gets down to any other than 5-2 split-up of the votes. If it's 4-3 or 3-4, this usually means that the subject requires more discussion, as some essential details might have been left out.
We've started the boards for several reasons. One of them is to be able to come up with unbiased visions. As a marketer, you tend to focus on the marketing things alone, so if developers infuse some of their blood into the veins of marketers, or if the UX people get involved in the decisions related to marketing — it's good. From my experience, a more common case is when things are seen rather from the dev perspective, and developers need to be educated in marketing.
I've been at some of those board meetings but for the moment I prefer to keep a certain stance of cross-boardability. I try to make my point to people who sit in the board meetings, but I stay away from being too deeply immersed in the activities of any particular board. Why so? I have noticed one interesting trend. The boards start wearing out once they get into action (check the header image). It's about the same, the more you rub the board washing your laundry, the more soap foam is generated, blurring the clarity of your vision. Well, this does not necessarily mean that the laundry will come out dirty, rather the other way round. But the laundry lady needs to clean the board from the used-up soap foam to be able to see if the laundry is clean. Not sure if someone actually does laundry this way — we've got washing machines after all — but, well, there's no machine for the board's decision-making, that's why I've applied the soap-and-washboard metaphor here.
The intent behind creating our boards has been exactly that: to keep the vision fresh and clear, and consider things from all possible perspectives. Looks like some rotation is needed to maintain the freshness, and might be it has to be done more frequently than we supposed at first. Or, a fresh quick look from someone who is not a board member, but a keen observer could be helpful. If you're not rinsing off the old soap foam, your vision will lack clarity and perspective, not to mention the notorious brain drain which would then creep in and poison your board meeting . Perhaps, we need to come out with more sophisticated rotation patterns. Or, perhaps at some point, we might need to merge the UX/Product Board and the Dev Board into one Production Board. Or, make it Marketing Board + Product Board and UX Board+Dev Board. We keep looking and trying.
P.S. Happy 8th of March, ladies 🙂
You can subscribe to our monthly newsletter here:
Сheck out latest blog posts:
Get started for free
Manage complex work, projects and products with Targetprocess
We’ve sent you a confirmation e-mail — please, go check it.
With our product specialist Ksenia