What do the Washington State Department of Personnel (DOP), Agile Software, and the Ritz Carlton Hotels have in common? All use the "10-Minute Stand-Up"—a no-chairs-allowed daily meeting to beat the endless meeting syndrome.

All across the business world, long, meandering meetings are the most universally disparaged part of the day. However, some organizations have found success in beating the endless meeting … with mini-meetings they call "10-minute stand-ups."

What Happens at a 10-Minute Stand-Up?

At the Washington State Department of Personnel (DOP), the meetings take time—but not much—to:

  • Recap the previous day’s results.
  • Review plans for today and discuss how they support strategic and business plans.
  • Ask questions and provide answers.
  • Celebrate success stories, recognize individual or group performance, and say thank you … every day.

    DOP says its meetings also help control the rumor mill by ensuring that everybody hears the same thing at the same time. Issues get raised and addressed daily, before they develop into something worse. In short, DOP says, stand-ups “let you shovel while the piles are small.”

    Agilesoftwaredevelopment.com finds that since attendees stand up for the meeting, it tends to end quickly (no surprise there). And they find that the chances of false promises are reduced, as people make commitments in front of the whole team.

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    What Are the Rules?

    DOP has established only two ground rules for its stand-ups:

  • Don’t discuss personnel matters of an individual or private nature
  • Don’t address issues that are a matter for either labor/management communications meetings or collective bargaining.

    Cathy Olofson, writing in fastcompany.com, notes that at the Ritz Carlton Hotel chain, meetings follow a strict pattern (that is repeated at each Ritz facility around the world).

  • Present the topic of the week.
  • Review a customer service basic rule.
  • Discuss operational issues.

    "We tell our employees to move heaven and earth to satisfy a customer," the Ritz says. "We have to equip them to do that—every day."

    And since impeccable dress is important at the Ritz, the meeting reinforces that value as well. No one's going to show up underdressed for a morning meeting with the president.

    Agile Software meetings typically follow a three-question format:

  • What did I do yesterday?
  • What am I planning for today?
  • What problems might keep me from doing my work?

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    Want to Start Stand-Ups?

    DOP offers the following guidance for organizations that want to inaugurate stand-ups:

  • Don't start them without executive sponsorship. It’s a cultural change, and there is always a natural resistance to change.
  • Agree on the initial format for the meetings before you begin them.
  • Start small with one division or one unit, then grow the process by invitation.
  • Let a different person lead the group every day—pass the leadership baton.

    What can go wrong with 10-minute stand-ups? Plenty, according to Agile. The company found that one team's meetings faced a slow death because the leader dragged them out—for up to an hour! People started out eager, but were soon leaning on the walls and rolling their eyes. (Others repeatedly looked at their cell phones and then rushed off as though they had gotten an emergency summons.)

    Another group suffered because half worked on legacy software and half worked on new software. Neither group understood the other's issues and so half the group was bored at any given time. They solved the problem by having separate meetings.

    Barring these difficulties, though, you might want to try stand-up meetings. They might just enhance your, well, standing in the company.