The below instructions are part of our archive on how we work together.

 

CHECK-IN AND CHECK-OUT

THE CHECK-IN

In our busy, task orientated world, we need to be recognised as humans rather than mere cogs in the wheels of industry. This need is often lost. The Check-in addresses this need and gives us more. A Check-in is a way of connecting at the beginning of a meeting, a group discussion or when reconnecting with a person. It is a sharing and a releasing, not a conversation.

USE THE CHECK IN:

• Whether meeting people regularly or for the first time 
• When two or more people meet 
• At the beginning of a meeting or team/group process 
• At the start of a teleconference or Skype call 
• With family, friends and oneself 

WHY CHECK-IN?

• It is powerful and easy.
• It gives each person the opportunity to be recognised.
• It gives a sense of where people are ‘outside the meeting’. They may be anxious because a family member is in hospital or distracted by something that is happening in the business which is affecting the meeting but is not part of the agenda
• It equalizes the rank in the room by giving everyone a voice. Perhaps for the first time disadvantaged groups get a voice. This is empowering
• It gives an indication of the issues and the energy present in the room
• It allows insight into the Terrorist/Resistance Line
• It allows the group to connect with one another; this builds a sense of community

ADDED INSIGHTS THAT THE CHECK-IN CAN GIVE YOU IN YOUR ROLE AS ‘LEADER’

The Check-in enables you to ‘read’ the group and gain insight into the dynamics of the field (see Role Theory) which will influence the meeting. 

During the Check-In look for the ‘la la li’; the issues, statements and dynamics that jar or don’t ‘fit’ (refer to the module on The Four Steps for more information). These issues stem from left field and are a doorway to the deeper issues in the group. They give you an indication of what else needs to be addressed either in the meeting or as soon as possible afterwards. They are issues aligned to the Terrorist Line or proverbial fishes that swim under the water. 

Role Mapping the Check-in can be very useful in important meetings such as when negotiating a deal or a high level meeting or discussion (see Role Theory). 

HOW TO DO A CHECK-IN

AS A ‘LEADER’

Introduce it: “We will be doing a Check-in”. You can call it anything you like. Some other terms are “Let’s get to know one another”, or “Let’s land in the room”. Don’t worry about the label; choose the one you find most appealing or are most comfortable with. 

If this is the first time the group is meeting, suggest that each person introduce themselves in a manner useful to the group. For example, if these are colleagues meeting from different divisions in a company, ask them to describe their position and from which division they come. 

Ask the group to answer specific questions and then model the Check-in for the group/individual. This means that after explaining the check-in procedure, you Check-in first. 

Say, “We are not going to go in order. You can speak when you’re ready. We call this ‘popcorn’ style. Pop when you are hot and feel the urge to speak as opposed to going in a predictable order.” This helps the person be present instead of waiting his/her turn to speak and being preoccupied with a response as opposed to being present and listening to the others. 

Explain that it is not a conversation but more like an opportunity for everyone present to share without being interrupted. 

Listen with interest but listen neutrally. Acknowledge all participants in the same way. Don’t say “good” or “how awful” or make comments. There is no need for you to affirm, judge or interpret. “I had an accident” or “I got proposed to” elicits an equal response. 

Acknowledge the person by looking at them and connect non-verbally whilst they are speaking. 

At the end of their Check-in thank them. Continue until each participant has had a turn. 

If you feel it is needed, summarize their expectations/objectives at the end of the Check-in. 

If another participant responds to a person checking-In and a conversation starts, make the group aware that you are sliding away from the Check-in. Raise the group’s awareness and check what people want to do and then take a vote: do you want to continue with the Check-in or do you want to go into a conversation? In this manner you retain your neutrality and the group decides. 

AS A PARTICIPANT

Depending on the nature of your relationship to the leader/chairperson of the meeting you can suggest a Check-in. Again, be mindful of power dynamics within the group.

This is a useful tool with colleagues and clients. With colleagues, it allows for greater understanding, building of trust and a deepening of the relationship. With clients, it allows you to connect in a different manner and gain new insights.

STYLE

A Check-in with a new group may take the form of people introducing themselves to one another and describing their objectives for the meeting. This gives everyone the opportunity to communicate their expectations. 

A Check-in for an ongoing group gives the group members a chance to reconnect and allows them the opportunity to gain insight into each participant at the present moment. 

When your aim is to surface emotional issues, give it time. If not keep it short, simple, and focused so as not to let the Check-In dominate the meeting. 

The type of questions asked will govern the tone of the meeting that follows. For a more business-like meeting ask “What are the objectives for this meeting?” or “What is the most important thing you wish to accomplish in today’s meeting?” For deeper emotional information ask “Did anything interesting/unusual happen to you since the last meeting?” 

You can do a very short Check-in by asking participants to use one word. 

FAQ

WHAT HAPPENS IF SOMEONE DOESN’T WANT TO CHECK-IN?

That’s fine. People don’t have to check-in. If you notice that many people don’t check-in, this is an indicator of something happening below the water line in the group.

WHAT HAPPENS IF MEMBERS TAKE A LONG TIME TO INITIATE AND RESPOND TO THE ‘CHECK-IN’?

If there are long pauses at the start or between the people checking-in, just allow it to be. Allow the process to unfold. Lack of response suggests there are issues in the group.

WHAT HAPPENS IF A PERSON IS EMOTIONAL?

Allow the person to take time. Don’t specifically ask any questions or give a verbal response. Be very present and give them the space to collect themselves. Then let the person continue with their Check-in if he/she wants to.

WHAT HAPPENS IF MEMBERS TAKE A LONG TIME TO ‘CHECK-IN’?

Gently remind the person that this is a Check- in and ask them to be brief. 

THE CHECK-OUT

A Check-out is useful at the end of a meeting and is similar to a Check-in. 

Suggestions for the check-out: 

Ask how participants felt during the meeting and how they are feeling now. 

Add other items depending on the objectives of the meeting such as: 

• What new insights (if any) have they gained?
• Have new goals and accountabilities emerged?

As with the Check-in, don’t go in order. Go popcorn-style allowing people to speak when they feel ready. 

AS A LEADER

As the leader, allow each person to have their say without making comments, asking questions or having a discussion. The statement is a “dumping” and is left in the room.

AS A PARTICIPANT

As with the Check- in, suggest to the leader that you, as a participant, would like to do a check-out , if it’s okay with him/her and the group. Suggest that it will bring closure and will clarify what people gained from meeting. However, be cautious of your role and use your Metaskills of neutrality when posing the suggestion. Be wary of upsetting the power dynamics.

For a short/business non-emotional meeting, use the same technique as described for a brief Check-in. Participants use one or two words or a number to score their level of satisfaction.