If there is really nothing for a briefing agenda, use the time to have a brainstorming session. It may produce some creative ideas as well as promote a lot of fun and group feeling. Knowing there is a regular meeting develops creativity anyway. People think more about their work because they want to contribute something worthwhile when they get the chance.
Don't restrict yourself to briefings of your immediate subordinates. Go along to the briefings they hold for their own staff. The same development opportunities exist here, but in that situation you won't be in the chair - unless invited to do so, and it would be better to decline. Always let your subordinate know in advance that you are looking in on his or her briefing session and tell them of anything you intend to raise there. Your main role in a subordinate's briefing is to listen and support. After the meeting give feedback to your subordinate in private on how he or she handled it.
Regular briefings where everyone can ask questions will sometimes put you on the spot. If you don't know the answer to a question, don't bluff, say so, find out, and tell them later. The same goes for admitting your mistakes. your team doesn't want to be blinded by your halo, they want to see a human being they can identify with and respect - for your weaknesses as well as strengths. Briefings help them to know and respect you better too.
Don't restrict yourself to briefings of your immediate subordinates. Go along to the briefings they hold for their own staff. The same development opportunities exist here, but in that situation you won't be in the chair - unless invited to do so, and it would be better to decline. Always let your subordinate know in advance that you are looking in on his or her briefing session and tell them of anything you intend to raise there. Your main role in a subordinate's briefing is to listen and support. After the meeting give feedback to your subordinate in private on how he or she handled it.
Regular briefings where everyone can ask questions will sometimes put you on the spot. If you don't know the answer to a question, don't bluff, say so, find out, and tell them later. The same goes for admitting your mistakes. your team doesn't want to be blinded by your halo, they want to see a human being they can identify with and respect - for your weaknesses as well as strengths. Briefings help them to know and respect you better too.
