Читать книгу Digital Government Excellence - Siim Sikkut - Страница 85

The morning meetings were popular at first, but less so later because I was telling everything already in other meetings—so there was no need to ask again. The two-hour monthly meetings that were mandatory for everyone worked really well. I wanted everybody there to hear the same message from me or from my unit heads, or we had somebody visit. I wanted everybody to be informed. Some people disliked that I made these meetings mandatory, but I had learned from my previous working places that there is no other way. I have had people who worked for me in the past and then left come up later to say that my monthly meetings were the best.

For some people, this all was still not enough. So, I started to write a message to the whole team every now and then. About every three weeks I would send a note on how things looked to me, what things were on my agenda, what things were going on. Some people liked to read more than to listen, and it was important to reach everyone, especially as the team grew twofold in size. I always tried to figure out three main points I wanted to say out in the note: informing them about some progress or change and that they should be prepared for it, giving thanks to somebody, and some intro and outro on the side, and that was the note.