This is my first post.
I plan to start O3 next month, I never did it. So I'll let you know.
However is not too redudan weekly O3 and weekly team meetings?
I'm afraid I don't have enough info to give them. Even that's what scares me a little bit from O3. Not being enough creative to give them always new information and goals.
I was planning O3 weekly, team meeting monthly.

Thank you

TomW's picture
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I think once a month is better than none while more would be better.

A lot can happen in a month. A person can get drastically behind or in over their head in a month. I understand the O3's as a way to make incremental changes, so that a change done one week #2 will not be a disaster by week #4.

chapu's picture


You might be right. Perhaps I should do department meetings bi-weekly instead of monthly. Anyway what I don't see is having them weekly. 2 a month is the maximun you could convince me :D

rwwh's picture
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I have been wondering too whether the "weekly team meetings" can be considered a universal standard, or whether it depends on the kind of work the team is doing.

I do have monthly team meetings. I am managing a development environment where most projects run for many months. There is little chance for things going overboard so quickly that weekly coordination between projects is needed.

MattJBeckwith's picture
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For my environment, I make every effort to keep to weekly team meetings as well as weekly O3's. Having them weekly gives me the opportunity to go over things that came up in my directs' O3's that are of interest to my team as a whole as well as anything that came up in my O3 with my manager (with whom I have weekly O3's).

I also have a monthly meeting with my directs and their managers.

chapu's picture

That's the problem. I don't have O3' with my manager weekly. Just on monthly basis, so it's hard for me to find new info and goals for the O3 with my employees and of top of that, being able to prepare useful department weekly meetings. What do you suggest? I mean if I don't receive enough information how can I have so many meetings and that my team find them interesting?

I try to receive more feedback from my manager but he's always busy and he shares not as many as I would like , but I cannot change his behaviour.

Thank you

mjpeterson's picture

I have a small group (5) and I have both weely O3 and team meetings. My O3 go the usual half hour. My weekly team meetings usually last about 10 - 15 minutes. They are scheduled for a half an hour, but like you said, you don't often have enough info to have a half hour meeting. The advantage of weekly meetings, is your information is not out of date when you give it. I also find that when I did a meeting every other week, it was very easy for it to get pushed back or canceled and then my meeting is only once a month. Keeping the regular schedules helps keep ti regular. Plus, as Mike & Mark said, your team is only going to hear one or two message from each meeting, so it is better if you only have one or two messages to give.

Mark's picture
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I am quite surprised by the thinking that a manager wouldn't' have PLENTY of stuff each week.

When I hear this, I think of managers who make the mistake of thinking that they are being communicated TO, rather than THROUGH. I bet if I sat through your meeting, I would be able to ask 20 questions - about the company, about the team, about news, about rumors, about changes we've gotten.

Your people ALWAYS want to know more. An hour a week is NOT too much to ask.


rwwh's picture
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Thank you, Mark, for your insight.

Would it be an idea to ask the group what they think about the frequency of group meetings? Or do you think I would get the wrong answer?

To me, discussing rumors, news, etc. is not something that is saved up for a group meeting. Our department has a very open structure (no cubicle walls between the desks) so these things are shared quickly. And if there are changes, we call appropriate meetings immediately to discuss them.