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I stopped doing that because people take it the wrong way. Initially, I was just trying to be helpful with the notes (so people wouldn't forget what was discuss

I stopped doing that because people take it the wrong way. Initially, I was just trying to be helpful with the notes (so people wouldn't forget what was discussed, people who could participate could catch up, etc). But I started noticing some people were looking at the meeting notes as if I was holding a gun at their heads for what they said during the meetings.

raverbashing 5y ago
It doesn't have to be "in your face" but it has to have the main points and especially the future action items people are taking
commandlinefan 5y ago
> some people were looking at the meeting notes as if I was holding a gun at their heads Ok, so… I’m usually super cynical, but how do you know you’re not projecting here? I know people that do this and as far as I can tell, they’re always appreciated. More commonly I see people ignoring those summaries than being threatened by them.
deleted 5y ago
[deleted]
nobody9999 5y ago
>But I started noticing some people were looking at the meeting notes as if I was holding a gun at their heads for what they said during the meetings. My experience (as technical resource/lead and project manager) has been to make sure that meeting notes include all agenda items and the action items associated with them. However, I always make explicit that this is my understanding and request feedback from all participants as to the accuracy, schedule and scope of action items. I suppose that comes from long experience where you're given responsibility for ensuring the success of an effort/project but not given the concomitant authority to compel action. That requires consensus building and buy in from all stakeholders. Often, that's not an issue when the entire organization is focused on a singular product/service. But in large organizations, building consensus among the stakeholders is absolutely necessary for success. In smaller organizations this is less of an issue, as someone with authority over all aspects of cross-functional efforts is likely directly involved. As such, the metaphorical "this is going to be done. Do it now." coming from a person who can directly affect your compensation and continued employment is extremely effective. That's not so in large organizations where authority is more broadly distributed. It occurs to me that differences in the size and structure of an organization can have significant impact on how such processes evolve and either thrive or die.
wirrbel 5y ago
It helps to screen share your notes so everyone is on the same page of what is written down which keeps everyone from "exaggerating" in the meeting and being later on surprised about that what they said is in your shared notes.

raverbashing 5y ago

It doesn't have to be "in your face" but it has to have the main points and especially the future action items people are taking

commandlinefan 5y ago

> some people were looking at the meeting notes as if I was holding a gun at their heads Ok, so… I’m usually super cynical, but how do you know you’re not projecting here? I know people that do this and as far as I can tell, they’re always appreciated. More commonly I see people ignoring those summaries than being threatened by them.

deleted 5y ago

[deleted]

nobody9999 5y ago

>But I started noticing some people were looking at the meeting notes as if I was holding a gun at their heads for what they said during the meetings. My experience (as technical resource/lead and project manager) has been to make sure that meeting notes include all agenda items and the action items associated with them. However, I always make explicit that this is my understanding and request feedback from all participants as to the accuracy, schedule and scope of action items. I suppose that comes from long experience where you're given responsibility for ensuring the success of an effort/project but not given the concomitant authority to compel action. That requires consensus building and buy in from all stakeholders. Often, that's not an issue when the entire organization is focused on a singular product/service. But in large organizations, building consensus among the stakeholders is absolutely necessary for success. In smaller organizations this is less of an issue, as someone with authority over all aspects of cross-functional efforts is likely directly involved. As such, the metaphorical "this is going to be done. Do it now." coming from a person who can directly affect your compensation and continued employment is extremely effective. That's not so in large organizations where authority is more broadly distributed. It occurs to me that differences in the size and structure of an organization can have significant impact on how such processes evolve and either thrive or die.

wirrbel 5y ago

It helps to screen share your notes so everyone is on the same page of what is written down which keeps everyone from "exaggerating" in the meeting and being later on surprised about that what they said is in your shared notes.