The DNA of effective daily work prioritisation.

Maintaining a daily routine of planning and organising work is key to the success of our team. When we plan, we always start with the customer, taking the brief and working with them to understand the issue we’re trying to solve. We then articulate this into a meaningful and clear set of requirements for our developers, testers, technical leads, and advisory teams who work on designing and delivering the solution. At LBH, everyone is responsible for making it work. Our daily routine ensures everyone knows what is happening and what needs to be done. Our team are ultimately happier because of this – nothing is more stressful than not knowing what you need to achieve and what to do to get there!

Each day, early in the morning, and well before 9.00am, we set a goal of making sure everyone in the team has absolute clarity on what they need to tackle for the day, and an understanding of the key priorities for the business.

There are a few essential ingredients to making sure the (early) morning meetings (or “stand ups” as they say in the Agile world) are for all involved including:

  1. It starts with the day before, ensuring a good night sleep and an established routine to waking up at a set time daily. A healthy body gives space for a healthy mind.
  2. Coffee, tea and breakfast is always provided for the team – plenty of nutrition and caffeine to boost mental effectiveness.
  3. Foster a happy and motivated team: everyone should be looking forward to the daily meeting because they are going to get something out of it. It should not be about “reporting” or putting yourself in the firing line because you did or didn’t do something, or you’re late to finishing something you’ve promised. The meeting culture should be seen as a forum to exchange ideas, identify risks and celebrate successes. Everyone should walk out with more knowledge and clarity than they had before the meeting. 
  4. A Culture and an Environment that promotes collaboration & productivity: It is sometimes difficult to take the first step especially for daunting and complex technical tasks. We aim to support an environment that is non-judgmental and is all about moving the dial forward through support and direct action over that of worry, procrastination and ego.
  5. Implement a system to track and organise projects including tracking risks, goals, requirements, responsibilities and timelines (what’s important now versus what’s next week?). This should be something that is easily accessible to everyone on the team – from anywhere and any device – mobile or desktop.

Armed with focused minds, each day we huddle together into a meeting room. A meeting room sets the professional atmosphere; we are here to do serious work (and have serious fun achieving the results for our clients!)

  1. Nominate a meeting leader – this person is tasked with driving the meeting forward and keeping discipline. This role should not be dependent on any one person: everyone should be trained to fulfill this role – it is essential that the process occurs without dependence on any individual.
  2. Be present and encourage active participation: Remove all distractions such as food, phones and ensure the team are truly engaged in topics of discussion
  3. Make it an effective meeting – not a “quick meeting”.  This is an important concept to note, the discussion points should roughly be guided by the “next best action” required for each project & ensuring decisions on who is taking the lead for each action is understood by all the involved parties.
  4. Capturing notes & actions – we can and will forget things throughout the day, so it helps to write down key notes about things discussed, and capture the actions agreed. After each meeting, we send out the agreed actions to the team in the form of ‘Daily Notes & Actions’ – forming our DNA.

Our routine is being continuously refined as we grow – there’s always something new and no two meetings are ever the same. It’s the only way to be: in pursuit of continuous refinement, improved performance and collaboration.

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