Chapter 3 of 8 · 4 checks · 2 min
Meeting cadence and notes
Regular meetings with written notes keep the team aligned, give the supervisor visibility and create a record you will need later.
Meet your supervisor on a fixed schedule, even when progress is smallMust
Why it matters and how to check
Teams often skip meetings when they have little to show, which is exactly when a supervisor can help most. Keep the agreed schedule and bring whatever you have, including problems.
A regular rhythm, such as weekly or fortnightly at the same time, also means the supervisor sees steady progress, which helps at evaluations where they comment on your work. Check it is done: you have met the supervisor at the agreed frequency over the last month, with notes for each meeting.
Do
- Keep the meeting even when you are stuck
- Book the next meeting before leaving the current one
Avoid
- Skipping meetings because progress is slow
Send a short agenda before each supervisor meetingShould
Why it matters and how to check
A day before the meeting, send three or four lines: what you did since the last meeting, what you will show, the decisions or questions you need help with, and any risks.
It makes short meetings productive and shows you are organised. Check it is done: each meeting in your notes folder has an agenda sent beforehand.
Do
- List progress, demo, questions and risks
- Send it a day ahead
Avoid
- Arriving with no clear questions
Write meeting notes with decisions and action items, and share themMust
Why it matters and how to check
After every supervisor meeting, one member writes notes within a day: date, attendees, what was shown, decisions made, action items with an owner and a due date, and the next meeting date. Share them with the team and the supervisor.
These notes are your record of what was agreed, such as a scope change. They show steady supervision and progress, and some departments ask for a logbook of meetings. Check it is done: a dated notes file exists for each meeting, with named owners on every action.
Do
- Record decisions and actions with owners and dates
- Share notes with the supervisor within a day
Avoid
- Meetings with no written record
Hold short team check-ins between supervisor meetingsShould
Why it matters and how to check
Inside the team, a short check-in two or three times a week, in person or by voice or text, keeps everyone aligned. Each member answers three questions: what I finished, what I am doing next, and what is blocking me.
Blockers raised early are cheap to fix. Check it is done: the team has a fixed check-in rhythm and blockers are visible on the task board.
Do
- Answer finished, next and blocked at each check-in
- Move blocked tasks to a visible column on the board
Avoid
- Long meetings that replace actual work