Agile Mentors Podcast

In this episode, Kate Megaw joins Brian Milner to share simple but powerful techniques that can turn those soul-sucking meetings into dynamic, action-driven conversations. If you're ready to make meetings worth attending, this one’s for you!

Overview

Brian Milner and Kate Megaw uncover the secrets to running highly effective and engaging meetings. They tackle common facilitation pitfalls, the staggering amount of time wasted in ineffective meetings, and how simple tweaks can transform team collaboration.

Kate shares practical strategies for keeping participants engaged, fostering psychological safety, and ensuring meetings lead to real action—because no one has time for another pointless meeting.

References and resources mentioned in the show:

Kate Megaw
ARCLight Agile
Katanu
Katanu’s Facilitator Certification Course
Katanu Resources
#44: Transformations Take People with Anu Smalley
Advanced Certified ScrumMaster®
Mountain Goat Software Certified Scrum and Agile Training Schedule
Join the Agile Mentors Community
Subscribe to the Agile Mentors Podcast

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This episode’s presenters are:

Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work.

Kate Megaw is the Founder and CEO of ARCLight Agile, specializing in helping organizations create empowered, high-performing teams through agility and collaboration. A dynamic Certified Scrum Trainer (CST), Certified Team Coach (CTC), and Project Management Professional (PMP), Kate is a sought-after speaker known for sparking ‘aha’ moments that drive real transformation.

Auto-generated Transcript:

Brian Milner (00:00)
Welcome in Agile Mentors. We're back here for another episode of the Agile Mentors Podcast. I'm here as I always am, Brian Milner. I'm with you as your host. But today I have the one and only, amazing Kate McGaw is with us. Kate, thank you for coming on.

Kate Megaw (00:17)
Thank you for having me.

Brian Milner (00:19)
Absolutely. If there's some of you out there that aren't familiar with Kate, she is a CST, a Scrum trainer like myself. She's also a certified team coach. And she also has the other side of things, the dark side. She's a PMP. So she has that project management kind of background that she brings to the table as well, which I think is awesome. She's a CEO of a company called Arclight Agile. And she's a co-founder of one of our favorites here that's come on the show, Anu. But they team up together. So it's Kate and Anu. And so their company is Katanu. I love it. love it. So why we decided to have Kate on is because Kate and Anu both have done a lot of work around facilitation. And we did have a user request.

Kate Megaw (00:57)
That's it.

Brian Milner (01:09)
to have an episode where we focused on facilitation. And listeners of the show know there's nothing I love more than being able to fulfill listener requests here and try to do those as soon as possible. So let's dive in. Let's talk about facilitation. It's a funny word. There's lots of different misconceptions and things about it, I'm sure. What do you find people misunderstand most about facilitation?

Kate Megaw (01:34)
think one of the key misunderstandings around facilitation is that you're part of the meeting, you're part of the event, you're actively involved. And when you're facilitating, you're actually, taking a step back because you are accountable for making sure that everyone is speaking and that we're keeping an eye on the agenda and things like that. And if you are actively involved in the discussion, You can't be doing that because you're missing body language. You're missing people who need to talk and who aren't talking. So I think one of the main misconceptions is, or that people forget is a facilitator is neutral. So if, for example, you have a scrum master facilitating a retrospective and they need to be actively involved in the retrospective, they should be inviting somebody else in to facilitate it. and I think We're beginning to see a lot more interest in it now because it's one of these key things. If it's done badly, people generally will notice. If it's done well, hopefully you don't notice that much other than, you know what, that meeting was very efficient. We achieved the goal and I feel as though it was worth my time. One of the things I like to say to people at the end of a meeting is the fist of five, how worth your time was this meeting? And I'm looking for fives or fours. If we're getting threes, twos and ones, we've not facilitated it well, or the meeting didn't achieve its agenda and things like that. think a lot of the statistics around facilitation that have come out recently, and you and I were talking about these briefly before we started that the average at the Microsoft trend index shows us that average time spent in meetings by employees at the moment is 21 and a half hours a week, which is an increase, I know, an increase of 252 % since the pre-pandemic. So.

Brian Milner (03:36)
That's incredible. Yeah, I mean, that's more than half of a work week, right? I mean, we're spending more than half our work week in just locked in meetings. So you're right. We had this conversation beforehand and you were telling me that stat and it just kind of floored me that we're spending that much time in meetings. But it was the next one you told me that really floored me. And it's a combination of these two, I think, that people need to really grasp onto. So tell them what you told me next.

Kate Megaw (03:49)
Mm hmm. Yep. Yep. Yeah. So the next one is that the Harvard Business Review indicates their research, 67 % of meetings are considered by executives to be failures. So if we look at the financial impact of that, and this is something I didn't share with you, but the financial impact of that is for a company, imagine you have a company with 100 employees, unproductive meetings are wasting upward of $1.7 million a year. If you have a thousand employees, increase that number. it's one of these things that it is not difficult to do. It is just understanding why we need someone in the facilitator role. And the basics around the basic facilitation, the basic getting ready for the meeting, facilitating during the meeting and properly closing the meeting. takes those unsuccessful numbers up to successful numbers where you're getting those fives and people are sort of, yep, that meeting totally achieved the purpose and the outcome and it finished early. So I've got 20 minutes back before my next meeting.

Brian Milner (05:24)
Yeah, it's so incredible that combination of those two stats. I thinking that we're spending over half our time in meetings and that 67 % of them are failures, we're having a lot of them and we're not doing them well, clearly.

Kate Megaw (05:36)
Absolutely. I think with, I don't know with Zoom, well, I think with Zoom, it's got easier to have meetings. So we're probably having meetings where we don't need to have meetings. That's one of my favorite things to ask is, does this need to be a meeting? Or are you just going to talk at me and roll data out? In which case, send it to me in email. Don't tie me up for a meeting.

Brian Milner (05:44)
Yep.

Kate Megaw (06:02)
Because so many meetings are a waste of time that a lot of people are spending meetings multitasking. So we're taking an hour for a meeting that we could do in 25 minutes if people were 100 % engaged and following the agenda and things like that.

Brian Milner (06:22)
Yeah, yeah, that's so fascinating. it seems like such a, it's hard to believe that there's not more of that skill in just basic business training, right? Because if we're having all those meetings, then it would seem natural that there would be more segments that would say, you know, a little facilitation skill for, you know, a, you know, bachelor's in business, you know, like that might be a little helpful, right?

Kate Megaw (06:41)
Yep. Mm-hmm. Yeah, absolutely. And it's a small investment for something that will make a huge difference. I mean, one of the things Anu and I have been working on is the mnemonic of ready, reach, and wrap in order to make sure we have effective meetings. And the ready part of it is setting the foundation. So before you even get to your meeting, this is ahead of time. You're understanding, okay, what are the Rs? What are the roles and responsibilities? So if I'm facilitating, then who are the decision makers? Who is mandatory? Who's required to be there? Who are the, you can come if you want. Let's stop doing meetings to 30 people and expecting 30 people to show up. So we've got to understand the roles and responsibilities. The other, the E for the ready is expectations and engagement.

Brian Milner (07:29)
Ha ha ha.

Kate Megaw (07:41)
So if the expectations are that this is an interactive meeting, we're using Lucid or Mural or Mira, whatever tool we're using, it's going to be collaborative, webcams are going to be on, multitasking is going to be at a minimum, everyone knows going into that meeting what the expectations are. And then the A again is the agenda and the alignment. The agenda should be very clearly saying these are the items that the D is making sure where we have defined the purpose and the outcome. So every meeting, we need to know what the purpose of the meeting is, what the outcome of the meeting is, and they should be included in the agenda. We shouldn't be accepting meetings. Imagine the power of being able to decline a meeting if it didn't have an agenda in it. And if you think about it, why do we attend meetings?

Brian Milner (08:27)
Ha Yeah.

Kate Megaw (08:33)
with no agenda and people turn up to the meeting and said, okay, so what's this meeting for? Pretty sure we've all got better things to be doing. So make sure for every meeting we have a defined purpose and outcome. And then the why is making sure we as facilitators have your logistics ready. If it's Zoom, if we're using a remote whiteboard, do people need to practice it? Do we need to set up an environment? Do we need to make sure webcams are on? All that type of thing. So a huge amount of meetings would be better if we did nothing other than better planning with the roles, responsibilities, the expectations, the agenda, the defining the outcome and the logistics. If we just did that.

Brian Milner (09:09)
Yeah.

Kate Megaw (09:23)
I bet we're going to see the amount of productive meetings increase considerably.

Brian Milner (09:29)
Yeah, there's so much transfer here too as well, just to the normal scrum meetings that we have because, you know, one of the things I'll talk about lot in class is just to say, you know, you can't just expect to show up to something like Sprint Planning and have it go smoothly. You have to put in some work beforehand and get ready for it. Same thing with like a Sprint Review. You got to put in some work beforehand and make sure you know who's going when and who's speaking, you know, that speaking order and all that stuff.

Kate Megaw (09:42)
Yeah.

Brian Milner (09:55)
goes miles in making those more successful meetings. But the other thing that really interested me in that is you talk a little bit about purpose and that we don't really understand the purpose of the meetings. And that's something that's really stuck out to me is when I talk to people who don't like their Scrum meetings, it feels like 90 % that is just Brian math, but it feels like 90 % of the time, right? Feels like this. It feels like 90 % of the time.

Kate Megaw (10:04)
Mm-hmm.

Brian Milner (10:20)
that the people who have a problem with those meetings don't know the purpose of the meeting and that's really the root cause of it, right? If they knew why we were here, then the meeting makes sense. Now I understand what we're trying to do.

Kate Megaw (10:26)
Yep, absolutely. And I think one of the interesting things, I would love to repeat these numbers around the Scrum events, because I think by default, the Scrum events do have a purpose. They do have an outcome. We know what the roles and responsibilities are. We know what the expectations for engagement are. So I think the Scrum events are much more productive than your average event.

Brian Milner (10:41)
Yeah.

Kate Megaw (10:59)
But I do feel if we don't have well-facilitated Scrum events, that's where we get our criticism, or, this meeting was a waste of time. Okay, well, let's look at our facilitation and see, it an error in planning or was it an error in expectations? But it always surprises me when people say, well, Scrum's just so many meetings. And I'm so... No, we should have fewer meetings and if they're well facilitated, we need all of those meetings. So it's not as though we're having a meeting for meeting sake, which I think is unfortunately something we can't say for our non-scrum events.

Brian Milner (11:43)
Yeah, yeah, I mean, I go so far as to say, if you don't understand the purpose of it, don't show up. I mean, there's really no need to be there if you don't know what we're trying to get out of it. One other little side correlation there too, because this kind of ties in a little bit to some of the stuff I did this last year in kind of studying a little bit about neurodivergency and different neuro types and that kind of thing. And one of the things I found really fascinating was certain neurodivergent types,

Kate Megaw (11:48)
Mm-hmm. Mm-hmm. Mm-hmm.

Brian Milner (12:12)
really need to have an agenda in advance. And if they don't, then it just raises their anxiety level. they're just, you even not, you know, neurodivergent types, just regular, normal, you know, neurotypical people. There are those that just don't respond well when you're just throwing out a blank slate and saying, give us your best idea, right? They need time to process and think in advance and

Kate Megaw (12:15)
Yeah. Mm-hmm. Yep. Yep. Mm-hmm. Yep.

Brian Milner (12:38)
And so yeah, if we could send out that just the day before, it's not that much work. It's just one day earlier, right? It's actually the same amount of work. It's just doing it a day earlier. Right.

Kate Megaw (12:45)
Absolutely. Absolutely. It's just better organized. Yeah. I mean, I even on my team meetings, I know some members of my team want to know, because I always like to start them with segue questions and some of my team completely fine. Ask them a question, favorite food or you want to have any sort of segue question and they're fine with it. But I have my thinkers who want to think about it ahead of time. So I think it's important when we're facilitating any event that we understand the audience. How many of the audience are going to want to maybe read a document ahead of time? How many of the audience are, you know what, they can think on the feet, I can throw anything at them, but there are others that do need the preparation. yeah, I think that the planning that we do, if we can do it just slightly ahead. And then things like when we get into the meeting, of the mnemonic that we use for actually facilitating during the meeting is the mnemonic of reach, which is we're guiding the process. The very first thing we do when we go into the meeting is we review the agenda and open the meeting. So here's the agenda. I've got the agenda visible. mean, what the agenda that we use in classes. Is the to do doing and done. I use that for all my meetings. I've got that up on the virtual board and the topics of the meeting are moving across to doing and done because then our visual people can see how we're doing. But the reviewing, at the start of every meeting we said, OK, let's just review the agenda. Let's just remind everyone this is the purpose and this is the desired outcomes. And if the right people are not in the meeting. There's no point having a meeting that we cannot achieve the purpose and the outcomes because we don't have the right people. So, I mean, I always say open it, open it with a segue question and things like that, but level set on the agenda. And then the middle part of the meeting is the bit that people are familiar with, which is the gathering ideas. It's exploring. It's the A is the assessing, making sure we've got the collaboration and the discussion and the...

Brian Milner (14:39)
Yeah. Yeah.

Kate Megaw (15:07)
The C is our concluding, are we doing dot voting or is somebody else who makes the final decision? But the H is the one that we often forget at the end, which is let's highlight the action items from the meeting. Let's make sure we know what it is, who's accountable for it, when it's going to be done by, and then close the meeting. mean, you...

Brian Milner (15:18)
Hmm.

Kate Megaw (15:33)
you and I will both close out our classes. Maybe we use one word, maybe we use, give us a statement, all sorts of different things, but we forget to close out meetings. go, time's up. Okay. Bye everyone. And we've not reviewed the, this is what we're going to do for next time. And we've not formally closed the meeting, even if it's as simple as one word, but we've got to open and close it. Sorry. Passionate about that. No.

Brian Milner (15:44)
You You mean that's not how you close out a class? I've been closing classes like that for years. No, I'm just kidding. Yeah, exactly. Ding, sorry.

Kate Megaw (16:03)
Yes, sorry, time's up, clunk. Yeah, sorry, dog's barking, dog needs to go out. So, but yeah.

Brian Milner (16:11)
Exactly. Yeah. Yeah, no. And there was something I came across just in trying to put together materials for classes where we have little segments on facilitation in it. Because I think sometimes there's a lot of focus on the different various techniques, like fist to five or thumbs up or whatever. There's different kind of techniques. I'm not trying to belittle those. Those are things we need to know. But.

Kate Megaw (16:21)
Mm-hmm. Mm-hmm. Mm-hmm.

Brian Milner (16:36)
One of the things I came across was that the root word of this thing is this Latin word, facilius. stands or it means literally to make easy. And I've always had that kind of in the back of my mind when I'm a facilitator is like, what are they trying to do? And whatever they're trying to do, just, my job is just to make that as easy as possible, right? You know, it's always difficult when you're trying to make a decision and you have no direction about how that decision is going to be made.

Kate Megaw (16:46)
Yeah.

Brian Milner (17:05)
But a good facilitator can give the structure to it and say, no, no, no, it's OK, I got you. We're going to go through this little journey together, and we're going to end in this other side, and you're going to have something to take away from it.

Kate Megaw (17:16)
Yeah, we're going to have heard everyone's voices as we go through. We're not going to let one person dominate the conversation. We're going to use techniques like, that's a great point. Can we also check in on the other side of the table? Let's hear some counter points here. It's pulling people in, it's summarizing. So if I'm hearing you correctly, Brian, you're saying A, B, C, D. It's all of that going into it. And I think one of the other... big has when we teach facilitation is the facilitator is not the scribe. So people say, well, I'm the project manager or I'm the facilitator. need to be taking all the meeting notes. And I'm like, well, what direction is your head pointing when you're taking notes? And it's down at a piece of paper. So you're not seeing who's yawning because you're tired and you need to take a break. You're not seeing people who are confused or wanting to talk and things like that. sort of either you turn on the AI tool and have the AI tool summarize the meeting for you. Do check it before you submit, it out or B have everyone in the meeting as a grown ass adult. They can take their own agenda items. mean, their own action items, have an area on your virtual board or in the room you're having the meeting in that is action items. And again, what is it?

Brian Milner (18:18)
Sure.

Kate Megaw (18:36)
Who's gonna be doing it? When's it gonna be done by? And I think one of the key criticisms of meetings is, and you'll hear this as well, particularly by retrospectives is, well, nothing changes. And I'm sort of, well, who has the action item? well, there isn't an action item. And I'm sort of, at the end of every meeting, we should be doing the mnemonic we use here is rap. The first thing is retrospect.

Brian Milner (18:53)
you

Kate Megaw (19:04)
How was this meeting? We talked about the fist of five. Give me one word. Anything we need to do differently next time. And then the A is make sure we have all of these action items assigned to someone. And then the P is the one we forget about. Tracking that progress. How are we going to hold each other accountable for making sure that something changes as a result of the meeting? So.

Brian Milner (19:22)
Mm-hmm.

Kate Megaw (19:31)
If we're doing retrospectives, if the team is voting whatever technique they're using to choose the one thing they want to do differently, how do we make it visible? Do we put it on our scrum board somewhere? Do we talk about it every day as part of after we've done daily scrum? How are we doing with the communication techniques that we wanted to try and do differently going forward? We've got to have that visibility. Otherwise nothing changes.

Brian Milner (19:57)
Yeah, yeah, that's so awesome. I completely agree. And that's something that I think you're right is missing, not just from retrospectives, but just a lot of meetings in general. We don't really understand, all right, well, what's the takeaway? What's the thing we need to do as a result of this to make this not a waste of our time, to make this something that was a useful, not the 67 % that were failures, but something that actually leads to success. I want to.

Kate Megaw (19:59)
Mm-hmm. Mm-hmm. Yep. Yeah, yes, so that we're not having the same meeting again next week and the week after and nothing's changing.

Brian Milner (20:30)
Exactly. Exactly. I want to ask you one question about facilitation. I've heard this a lot in regards to retrospectives, but probably it's more a facilitation thing than it is a retrospective thing. But I think probably the number one question we get from people about retrospectives is, how do you handle a quiet team? so I'm just kind of curious. When you talk about facilitating and working with individuals who are a little more introverted,

Kate Megaw (20:50)
Mm-hmm.

Brian Milner (20:57)
or just not as comfortable speaking out in public, are there special considerations or are there things that you do differently just to try to accommodate and make those people feel more comfortable when you're facilitating them?

Kate Megaw (21:09)
So yes, several things. So one, I will look at a theme. So do they have a team name and do I want to set up a mnemonic around the team name to gather the data? Are they a visual team? Do I want to do something like the sailboat that's interactive and people can add things to the board? Are they a movie buffs? Do I need to do a Star Wars themed retrospective? So I'll generally try and find something to connect the team. I've done it before where I'm working with airlines. Okay, what is it keeps our planes in the air? What is it that grounds our planes? What are the storm clouds we need to be aware of? What are causing bumps during the air? So all of that type of thing, it's a theme relevant to the team. And I generally will find that if I can start a team talking, I can keep them talking. So if... one of the ways that I will often start a retrospective is if the retrospective, if your last retrospective was a ride at Disney, what ride would it have been? and get them talking or give me one word that describes the last retro or in a scale of one to the, mean, the last sprint, give me one word that describes it or scale of one to 10. How well do you think we did at the last sprint? But I love to get people talking. If I'm in the office, I sort of adapted the Adam Weisbart's retrospective cookies and I'll use candy bars and I'll wrap questions around candy bars and the team grabs a candy bar and there is a question on it which they answer and then other people in the room will then answer as well. Maybe things like, what can I do to better support you as a scrum master? Or, What can we do to better support each other as team members? So I think it's getting people talking, making sure the big reminder for me is as a facilitator, if you did not write the Post-It note, you should not be reading the Post-It note and you should not be moving the Post-It note. The team owns the Post-It notes. Everyone should be adding their own Post-It notes, whether it's virtual or in person.

Brian Milner (23:07)
Yeah.

Kate Megaw (23:28)
They should be grouping their own Post-it notes. They should be moving them. And the other one, people always say, well, what happens if there's the elephant in the room and this thing on the board that nobody wants to talk about? And I'm said, well, often I will say, okay, I'm going to add, we're going to do something different for this round. This time, I'm going to ask you to introduce something you did not write on the board. And let's talk about, I'm going to ask you to choose a topic and we're going to talk about that. Just read it, you read it out.

Brian Milner (23:39)
Yeah.

Kate Megaw (23:58)
and then we'll have a discussion around it. So as a facilitator, I can uncover the elephants in the room without anyone feeling too uncomfortable.

Brian Milner (24:07)
Yeah, that's great stuff. of parallel to this, think is kind of, I know we've, I've heard you talk about this, but the sense of safety in the room and just that people feel safe to talk about that. Are there things we can do as facilitators to actually raise that sense of safety?

Kate Megaw (24:25)
There are absolutely, there's a lot of things we can do. And I, every now and then I will hear something and I will just cringe. And there's, well my team doesn't really like sharing. They're not honest in the retrospective until the CTO disconnects from the retrospective. And I'm sort of, okay, so maybe what do you think this is maybe telling us? I'm sort of retrospectives are Vegas rules. It is the team. I will do retrospectives even with non-scrum teams, but it is the team that is there. There are no visitors. It is the team only. The other thing that makes me cringe is, yes, well we sent out the minutes of the retrospective and I'm sort of, excuse me, the retrospective again, Vegas rules. What is the one thing we're going to do differently as a team in the next sprint? Okay, is everyone okay if I put this up on our scrum board so it's visible?

Brian Milner (25:07)
Ha

Kate Megaw (25:20)
Okay, that's the one thing we're taking away. But back to the question you were asking, one of the biggest signs of a lack of psychological safety is that the team just doesn't want to talk. They're worried that the minutes are going to be captured. Somebody, one of the leaders is in there and, well, everyone's fine with my leadership. They're completely open and honest in front of me. And I'm sort of, okay, let's try a retrospective then with you there.

Brian Milner (25:32)
Yeah.

Kate Megaw (25:50)
And then we'll also try retrospective without you there. And let's see which one is more comfortable because otherwise it's a, it's a colossal waste of time. If nothing's going to change, why are we wasting sort of 45 minutes to an hour or even doing it? So I think that the psychological safety is a key one, making sure it is the right people, making sure that minutes are not being captured. The other thing is. A lot of times people say, well, I need to capture it because I need to bring all of the information again next time. And I'm sort of, no, you're trashing the Post-it notes. You're trashing the mural board, whatever. You're starting from scratch next time. they're sort of, well, I'm going to lose all this information. I'm sort of, no, if it's important enough, it's going to come up again next time.

Brian Milner (26:23)
Yeah. Yeah. Yeah. And things change, right? mean, what the universe of things we might identify this sprint could be entirely different for next sprint. I've always loved, Jeff Sutherland had this phrase, he would say about it to say that, you have to remove that one big thing. And when you move that one big thing, then the system adjusts and you don't really know where the next bottleneck is going to come from until you remove that one big thing. Kate Megaw (26:58) Yeah.

Brian Milner (27:02)
So it's likely to be somewhere you wouldn't expect. so you can't just hang on to your number two issue from one retrospective and then say, well, next retrospective, we'll just do that and we can cut out having the conversation because we identified important things in this one.

Kate Megaw (27:14)
Yeah. And it anchors the tea. It stops the creativity. that's the other thing with retrospectives. I occasionally will work with a client and there's the, oh yes, we've been doing what's going well and what's not going so well every two weeks for six months. And I'm sort of, it's not really any wonder your team's bored out of their minds at retrospectives and nothing new is coming up. There's so many websites out there.

Brian Milner (27:41)
Yeah.

Kate Megaw (27:42)
that retrospective should never, in fact, no meeting should ever be boring because we should always be opening and closing a meeting in a creative way. Even if it's, mean, one of the things that we like to do in the morning of class is have music. So when people are joining, the energy is there so that we're getting that interaction and things like that. So people are starting on a high and then... I mean, you'll notice in the afternoons people begin to yawn, especially after lunch. Okay, you know what? It's been 65 minutes. Let's take a break. Let's do a segue question at break. So when we come back, show us something on your desk that tells us a bit about you. Or one of the ones I like is go stand up, go and look outside and come back and tell us something you saw outside. We have chickens. We have all sorts of things that people are saying. but it's encouraging them to get up and go get some oxygen in their system, take a break and then come back and then it's more engaging. But if as a facilitator, I'm not planning that type of thing, the energy is going to go down and I'm not going to achieve the purpose of my half day event or my one day class, whatever it is.

Brian Milner (28:56)
Yeah, it doesn't happen by accident. It's all very intentional. Well, this is fascinating. And we could have this conversation for another several hours, I'm sure. I just wanted to let everyone know that in case you were scrambling to write down these mnemonics and other things, we're going to link that in our show notes. So you can go to our show notes, and we'll put you over to Katanu team.

Kate Megaw (28:58)
No. Yep, absolutely. Yep.

Brian Milner (29:20)
Katanu, I keep on saying cat and Anu, trying to say it right way. Yeah, but we'll link you over them so you can get those three Rs for meetings and know kind of what each one of those little letters stands for in there.

Kate Megaw (29:24)
Yeah.

Brian Milner (29:33)
This has been really eye-opening for me and it just is a fascinating topic and it's so delightful just to hear the intentionality and how we can do simple things. They're not hard things, but simple things that make such a huge difference.

Kate Megaw (29:48)
Yeah, yeah, mean, that's the key. This is not rocket science. It's one or two simple things that helps us take that if we are going to spend 20 % or 20 hours a week, which is half of our time in meetings, let's at least make sure they're productive meetings so that we're not literally burning money by having unproductive meetings.

Brian Milner (30:12)
Yeah, absolutely. Well, I also forgot to mention here at the beginning, and we'll put this in the show notes as well, but Team Katanu also has a facilitation course. The Scrum Alliance has a certified Agile facilitator designation that you could obtain if you were interested in that. We'll link that off as well. But yeah, I couldn't recommend any better people for you to take that from than Kate in a new idea. We were saying that she had a, when she was younger, used to have the nickname Cat, and now everyone's calling her Cat from that. Well, thank you again for coming on and sharing your wisdom with us. I really appreciate it.

Kate Megaw (30:46)
Yep. Yep. Thank you very much for having me, Brian. And I look forward to hearing amazing facilitation stories from everyone once they've implemented some of this stuff.

Brian Milner (31:03)
Absolutely.