Due to the fact that they are short, usually around 10 minutes, many
leaders overlook their importance and believe that missing a daily brieﬁng,
or not holding them at all, makes no difference.
I don’t see the need for daily brieﬁngs. It’s only a couple of minutes:
what’s the point?
Some leaders use excuses for not conducting daily brieﬁngs,
ranging from there is no time, or that shift patterns mean
everyone would not be there, to the fact that the work is the
same every day so there would be nothing to say. But this is a
major misconception for a number of reasons.
First, taken in isolation, a 10-minute brieﬁng is really not of
great importance, but it is their collective value over a working
year that has signiﬁcance. A 10-minute brieﬁng held ﬁve days a
week, 50 weeks of the year leads to 2,500 minutes of communi-
cation with the team, or in other words over 40 hours per year!
It is this total impact of the direction and feedback provided during the
year which makes brieﬁngs such a critical tool for the leader. In addition,
holding daily brieﬁngs also reminds the team, in a subconscious way, that
you are the leader and they are a team.
A further advantage of holding brieﬁngs is that by bringing the team
together on a daily basis, you will be able to gauge the mood and dynamics
of the team over time, which will help you to monitor overall team
‘climate’, which we will discuss later. You will naturally see individuals
throughout the day, but this is your chance to view them as a unit, and you
will quickly get a sense as to the atmosphere and relationships. So bringing
everyone together for a few minutes is vitally important at the start of each
day or shift.
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