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Daily standups are quick-fire meetings designed to keep teams focused and raise issues that could prevent them from achieving their goals. Sometimes also referred to as daily scrums, standup meetings are a key component of the agile methodology, helping teams hit targets faster, collaborate more effectively and react to rapidly-changing scenarios.

In this article, we explain everything you need to know about daily standups: what they are, how they benefit marketing teams and what you need in place to run them for yourself. Then, we show you how to run your first daily standup and integrate them into your marketing management process.

What are we looking at in this article?

This article acts as a one-stop guide for all things related to daily standup meetings. To cover everything you need before running your first standup, we’ve broken this article up into the following sections:

  1. What is a daily standup? A quick explanation of daily standups for marketing teams.
  2. Daily standups in agile marketing: The origins of daily standups and the role they play in agile marketing.
  3. The benefits of daily standups: Why all marketing teams can benefit from daily standups.
  4. The anatomy of daily standups: The key components you need to run effective daily standups.
  5. How to run a daily standup: A step-by-step guide on how to run your first standup.
  6. Best practices: Tips to make your daily standups more productive.

You can click on the blue link text to jump ahead to any of the sections above and we’re getting started with a brief explanation of daily standups so we’re all clear on what’s being discussed in this article.

What is a daily standup?

A daily standup is a short team meeting held at the start of each day, generally lasting no more than 10-15 minutes. During this short meeting, each team member quickly answers the following three questions:

  1. What did you accomplish yesterday?
  2. What will you accomplish today?
  3. What’s preventing you from accomplishing your goals (or making it harder)?

This format comes directly from the agile methodology known as Scrum marketing, which is based don’t the idea that teams are most effective when working on a series of short, concentrated work sessions. In Scrum marketing, these sessions are known as sprints, generally lasting anywhere between 5-21 days with key tasks assigned to each day.

if you’re not familiar with the Scrum methodology of agile marketing or the sprint framework for project management, take a look at these two guides we’ve previously published:

Other agile marketing methodologies that also use adapted versions of the daily standup meetings but the format may vary slightly from the Scrum methodology. We’ll go into these differences in more detail in the next section but, for now, keep in mind that the daily standup originates from the Scrum methodology.

Daily standups in agile marketing

Daily standups originate from the Scrum agile methodology, which was first created by software developments teams during the 1980s and, later, adapted by marketers for the modern, complex demands of digital marketing.

The purpose of agile marketing is to make teams more productive so they can achieve ambitious goals in shorter time frames. Another key aim is to develop marketing processes that make your team more responsive (ie: agile) when it comes to responding to changes or disruptions – eg: fixing an underperforming campaign or reacting to new demands from your target audience.

The daily standup plays a key role in agile marketing, especially the Scrum methodology, by keeping teams motivated and focused on their goals – both collectively and individually.

Given the short time frame and day-to-day structure of sprint runs in the Scrum methodology, marketing teams can’t afford distractions. They also can’t have preventable issues slowing down progress when they need to sign off another key stage of the sprint by the end of the day and achieve their sprint goals within a matter of days or weeks.

Daily standups allow project managers to hear team members discuss their progress, next objective and any issues that could prevent them from taking the next key step. They also help team members themselves clarify their intentions at the start of each day and hit the ground running.

Daily standups in Scrum projects

The classic daily standup is an integral part of the scrum methodology and sprint framework. This is where the three-question structure originates from and the focus is on two things: daily progress (yesterday and today) and dealing with any potential issues getting in the way of it.

Here’s a quick summary of the role daily standups play in the Scrum methodology, as explained in our guide to agile marketing:

“The Daily Scrum or Daily Standup occurs at the beginning of each day during the sprint and lasts just 10 minutes or less. During these meetings, each Agile team member quickly recaps what they accomplished yesterday, what they’ll accomplish today and any roadblocks they’re facing.”

How to Implement Agile Marketing by Venture Harbour CEO Marcus Taylor

And here’s a quick reminder of the three questions team members need to answer during a daily standup or daily scrum:

  1. What did I accomplish yesterday?
  2. What will I achieve today?
  3. What obstacles did/will impede my progress?

By answering these three questions, the team/project manager can check individuals are still focused on their goals. They also keep team members accountable for task completion and motivated to hit the next target, which they’ll need to report on in the next day’s standup.

Each team member also has the chance to raise any issues that are making it difficult for them to achieve their goals, which the project manager can assess and decide whether immediate action can be taken or certain mitigations are available.

Daily standups in Kanban projects

The Kanban methodology is more fluid than the Scrum approach to agile marketing. It focuses less on structure and more on continuously improving processes by reducing the time it takes to achieve goals and removing barriers to progress.

Here’s our summary of the Kanban methodology from our guide to agile marketing:

“Whereas Scrum uses an iterative cycle of short sprints to prioritise and complete stories, Kanban is continuously in execution. Kanban involves creating a central storyboard with swimlanes for stories in different stages; typically, requested, in progress and completed. New stories are added to the storyboard continuously, and the entire storyboard is in a constant state of review.”

How to Implement Agile Marketing by Venture Harbour CEO Marcus Taylor

In many ways, the Scrum and Kanban methodologies both aim to improve the same aspects of marketing processes but they go about it in very different ways and the two methodologies are often better suited to different types of projects.

The Scrum methodology is generally more effective for projects with a fixed deadline and cut-off date, such as a marketing campaign, product release, update or a special promotion. Meanwhile, the Kanban methodology is better aligned with ongoing projects that have no end date and require constant optimisation – eg: customer retention strategy, technical support system, etc.

With less emphasis on daily structure in the Kanban methodology, the Scrum daily standup structure isn’t always the best fit as it focuses too much on the work of individuals. Kanban is more interested in processes than tasks so a Kanban standup is more likely to ask the following questions:

  1. What are our workflow/process problems?
  2. What’s getting in our way?
  3. What can we improve?

During a Kanban standup, the team will gather around a presentation board or whiteboard showing the Kanban workflow. This allows the team to move from left to right, addressing all of the items in the storyboard so nothing is missed.

One by one, the team discusses the items flagged up and identifies all of the workflow/process issues that are slowing down or preventing progress. For each issue raised, the team will determine what’s getting in the way of progress and how they can improve or remove issues, such as bottlenecks, inefficiencies, software problems, etc.

Daily standups in Scrumban projects

The Scrum vs Kanban comparison can suggest marketing teams need to choose between the two but there’s nothing wrong with running both methodologies side-by-side for different project types.

There’s also a third methodology worth talking about here, commonly referred to as Scrumban or Modified Scrum, which aims to combine the best of the two methodologies.

Here’s our summary of the Scrumban methodology from our guide to agile marketing:

“Scrumban, also known as Modified Scrum, is a hybrid of both Scrum and Kanban that borrows elements of each to suit the needs of today’s marketing teams. It heavily leverages the Scrum framework with short sprints of focused work but also includes Kanban’s visual storyboard and status swimlanes while still respecting Waterfall’s sequential structure.”

How to Implement Agile Marketing by Venture Harbour CEO Marcus Taylor

As the Scrumban methodology revolves heavily around the sprint framework, the majority of daily standup meetings will follow the traditional Scrum structure of addressing individual tasks:

  1. What did I accomplish yesterday?
  2. What will I achieve today?
  3. What obstacles did/will impede my progress?

However, you may also run periodic Kanban standups with a structure more similar to the one we looked at in the previous section to address workflow and process challenges outside of your sprint runs.

The benefits of daily standups

Now that we’ve taken a look at the different daily standup meetings you might run, depending on the agile methodology you’re using, let’s discuss the benefits of these meetings.

Here’s a quick preview of the key benefits:

  • Clarify sprint goals: Each daily standup gives you the chance to clarify the sprint goal once again.
  • Clarify daily goals: Ensure everyone is aware of the day’s goal before they get to work.
  • Motivation: Motivate your team at the start of the day so they’re ready to make a fast impact.
  • Encourage achievements: By discussing individual achievements, you motivate team members to keep hitting targets every day.
  • Promote accountability: An equal emphasis on success and failure promotes a healthy culture of accountability.
  • Raise issues: Raise challenges and overcome them as a team.

The primary aim of daily standups is to keep team members focused and motivated for the day ahead, every day of the week. However, they’re also a powerful tool for addressing issues in your marketing processes and strengthening team dynamics in a meaningful way.

Clarify sprint goals at the start of each day

When you work closely on something, it’s easy to lose sight of the bigger picture. Or, in the case of an agile marketing project, team members can lose sight of team goals when they’re absorbed in their own work. Likewise, for projects that run for a long time, the duration of tasks can make it difficult to stay focused on the goal to achieve at the end of the project.

Daily standup meetings allow team managers to confirm the sprint/project goal every day so there’s no confusion as people get back to the project.

Get everyone focused on the day’s goal

In the Scrum and Scrumban frameworks, every day has its own goal, which is generally an objective of the sprint goal. So team members have to be constantly aware of the sprint goal and the goal of the day to ensure they’re hitting targets on each day of the sprint.

Team managers can use daily standups to drill the sprint goal into people’s minds and brief them on the goal for the day.

Motivate your team at the start of each day

Holding standup meetings at the start of each day is an opportunity to motivate team members so they’re passionate about getting results from the moment they sit down. Obviously, every team is unique and the same is true of every individual on any given team and motivating an entire group isn’t always easy – especially on a Monday morning!

However, the focus on previous achievements, particularly in the Scrum methodology, is always a good approach to getting people pumped up for more success.

Encourage daily achievements

By running standup meetings every day, you develop a natural urgency in your team to achieve something meaningful on every day of the sprint. Team members want to head into tomorrow’s standup with a good answer to the What did you accomplish yesterday? question and this places a healthy amount of pressure upon individuals to keep hitting targets.

Promote accountability

A key characteristic of daily standups is promoting accountability of successes and failures alike. Everyone deserves a bit of shine and acknowledgement for the good work they do and the standup allows everyone to explain what their best moment of the previous day was.

They also give team managers the opportunity to acknowledge these achievements in front of the whole team.

At the other end of the spectrum, it’s just as important to acknowledge failures so you can learn from them and improve. The trick is creating an environment where individuals feel comfortable with acknowledging their own failures and taking pride in being held accountable for them without any shame or negativity from the team.

To achieve this, you have to emphasise the lessons learned from failures and the solutions by presenting them as opportunities to improve. Once again, team managers should make sure they also acknowledge successes in equal measures so the credit for good work is equal to the accountability for anything that doesn’t go to plan.

Raise issues faster

Daily standup meetings give everyone the chance to raise issues and challenges they’re facing, either by themselves or as a team. Hopefully, serious issues are flagged up and dealt with as appropriate but standup meetings can raise a depth of smaller issues marketing managers may never see by themselves or in the performance data they have access to.

In some cases, these may be ongoing issues but daily standups also help teams flag up new issues faster.

Daily standups help teams identify issues and deal with them as quickly as possible, minimising the negative impact they have on your marketing processes.

The anatomy of daily standups

Daily standups are relatively straightforward, structurally, compared to other types of marketing meetings and you can find out more about these different meetings in our guide to running effective marketing meetings.

The basic structure of a daily standup is the same three questions we’ve repeated throughout this article.

  1. What did I accomplish yesterday?
  2. What will I achieve today?
  3. What obstacles did/will impede my progress?

The only exception is when you’re running a Kanban standup, where you’ll want to adapt these questions to discuss processes over individual workloads.

Aside from the three-question format, there are some other key characteristics every standup meeting should have.

Quick, 15-minute meetings

The daily standup should be the shortest marketing meetings you hold, running for no longer than 10-15 minutes at the start of the day. Everyone gets a couple of minutes to speak and anything that requires more discussion should be dealt with outside of the standup. This shouldn’t be a problem when discussing yesterday’s accomplishments and today’s objectives but it’s easy to run over time when it comes to discussing obstacles and roadblocks.

This is where the marketing manager has to regulate the conversation to keep the meeting running on time but also demonstrate to everyone that their issues will get the appropriate attention outside of the standup, assuming it can’t be done within the meeting itself.

Small, agile teams

You can’t hold a daily standup meeting within 15 minutes if you’ve got a team of 25 people who all need to say their piece. Keep in mind that the standup format originates from the Scrum methodology and this is defined by small, agile teams.

If you’re running your project using the Scrum or Scrumban methodologies, you should have a small team of no more than 5-7 people with clearly defined roles within each sprint run. With seven people on your team, that leaves roughly two minutes per team member with very little room for the team manager to speak or any group discussion at all.

This gives you an idea of how concise a daily standup should be.

Everybody talks

Another important characteristic of the daily standup is that everybody speaks. Gather your team together in a circle (or in a group chat) and work around the group, one by one, until everyone has answered the three questions on your meeting agenda.

The great convenience of daily standup meetings is that they’re so repetitive everyone knows exactly what they need to say after a couple of runs and you can work through the group without any delays or hesitation between speakers.

Everybody sets a goal for the day

One of the key functions of the daily standup meeting is that it forces everyone to set a goal for the day – not only in their own minds but in front of the whole team. By announcing their goal for the day in front of everyone, team members are more motivated to achieve it, knowing they’ll have to report back again tomorrow and confirm whether they did, in fact, achieve what they set out to do on the previous day.

As with all exercises in setting goals, team members should be specific, ambitious and realistic.

Everybody is accountable

Accountability can be a scary prospect for individual team members but, by holding daily standup meetings, everyone deals with regular, smaller doses of accountability and the fear factor soon disappears. Team managers should also demonstrate that accountability is a two-way thing, meaning that people own their successes as well as their failures.

The team manager has to show that accountability isn’t about blaming individuals but identifying the cause of issues (these could be processes, tools, unforeseen challenges and a range of other things, as well as individual actions) and overcoming them.

Everyone is aware of potential obstacles

Arguably, the most important function of the daily standup is identifying potential obstacles and raising them quickly. Let’s say you were only holding meetings at the start of each week, rather than the beginning of each day. It would take up to a week for certain issues to get raised and the list of problems would be larger, encouraging people to only mention the most pressing issues that need the most attention.

With the daily standup, team members can raise every obstacle they encounter, no matter how small they may be.

The marketing manager can, then, decide whether these issues require attention outside of the standup, whether an immediate fix is viable or if the team may have to push for the time being. However, nothing is overlooked, simply because it was never raised in the first place.

Everyone gets the chance to request something they need

If you’re running the Scrum methodology, time is always pressing and it’s common for team members to need a little help with completing objectives on time. They may simply need help with a task that’s taking longer than expected or they might need access to a tool they don’t have a user account for. Whatever it is, you don’t have time in the sprint format for team members being held back by not having everything they need.

The daily standup gives everyone the chance to request something they need at the start of each day.

Everyone knows what to do next

By setting out their individual goal at the start of the day, team members know exactly what they need to do when they get started. There’s no thinking back to yesterday, trying to remember what they were doing or checking through their schedule, trying to find what’s next on their to-do list.

All of this is covered in the daily standup and every team member speaks – so there’s no doubt about what anyone’s doing when they sit down.

Your team is aligned

While the team does the vast majority of the speaking in a daily standup, this meeting gives the team manager a chance to listen and ensure that everyone is aligned on the broader goals of the project. If any individuals are wandering off-track, the team manager can give them a gentle nudge in the right direction or intervene outside of the standup if necessary.

The standup format also encourages team members to listen to each other and hear what others are working on every day. This practice also reinforces the group direction and helps individuals to keep their focus on the project goals.

How to run a daily standup

Now that we’ve explained the benefits and characteristics of daily standups, the rest of this article is dedicated to explaining how you can run your own standup meetings. In this section, we cover the key steps you need to follow for planning and running effective standups every day.

Here are the steps we’re looking at in this section:

  1. Standup agenda: Create your meeting agenda so everyone knows what’s expected from them.
  2. Start the day with a standup: Hold your daily standups at the beginning of each day to maximise impact.
  3. Stand up: Get your team on their feet to energise the conversation (only for in-person meetings).
  4. Go round the circle: Get everyone to speak by moving around the circle as it naturally forms.
  5. Stick to the agenda: Ensure the meeting covers everything in the agenda (and nothing else) in 10-15 minutes.
  6. Follow-up issues: Tag issues that can’t be addressed in the meeting for further attention outside of the standup.
  7. Take notes: Take notes for every standup so you have a written account of the points raised.

Those are the key steps to follow for effective daily standups and, once you run through a few of these, you’ll wish every marketing meetings was this easy to manage.

Step #1: Create your daily standup agenda

As with every type of marketing meeting, the first set is to create an agenda that specifies everything to cover in the meeting. We cover this topic in detail in our guide to marketing meetings agendas and you want to start by creating an agenda template that you can edit before every meeting and send out to team members so they have time to prepare.

The good news with daily standups is the structure is both short and formulaic. Your team will get to grips with these meetings very quickly and all they’ll need to prepare is a few minutes to think about the three questions and prep some answers.

Once again, let’s remind ourselves of the three questions that need answering in your standups:

  1. What did I accomplish yesterday?
  2. What will I achieve today?
  3. What obstacles did/will impede my progress?

You can use a programme like Fellow to create your agenda template so everyone has access to an editable version. You can then get team members to add their points for each three questions ahead of the meeting so you have a fixed agenda including all of the points being raised in the meeting before you begin.

Getting people to fill out the agenda before the meeting ensures everyone knows what they’re going to say. This is important for keeping your standups productive and keeping them down to 10-15 minutes.

You don’t want people walking into the meeting with blank minds so they have to stand there and think of something on the spot while other people are talking.

Step #2: Hold your standup at the beginning of each day

Ideally, you want to hold your daily standup meetings at the start of each day to get everyone on the same page and focused on their goals before they get started. This is particularly important for Scrum standups because the focus is on addressing yesterday’s achievements and today’s goals, which loses some of its impact if you’re not holding these meetings at the start of each day.

For Kanban standups, where your attention focuses more on processes than individual workloads, you don’t lose as much by holding meetings later in the day – something worth keeping in mind.

Holding daily standups at the start of the day shouldn’t be a problem if your team works together in an office or physical workspace. However, this can be more challenging if your team works remotely or on flexible hours, especially if you’ve got team members working across different time zones.

In this case, you’ll have to find a time that works for everyone and has the strongest impact on goal setting, motivation and individual focus.

Step #3: Get your team on their feet

Standups are called standups for a good reason. Team members should be on their feet and active during the meeting, not slouched over a desk waiting for their coffee to kick in. Again, this only really works if your team is physically meeting in a shared workspace, not so much for virtual standup meetings.

Let’s assume you’re holding your standup in the office, for the sake of simplicity. Gather your team and get them to stand in a circle, facing each other. Nothing militant. It doesn’t need to be a perfect circle and nobody gets called out if their feet aren’t touching and their backs aren’t perfectly straight.

Daily standups are about as informal as marketing meetings get but you want people to be on their feet, active and ready to start the day.

Apparently, some teams even start their standup meetings with physical activity – such as star jumps – to, quite literally, get the blood pumping before they start talking.

I’m not going to condone such behaviour.

Step #4: Go round the circle, one by one

Assuming your standup is held in a shared workspace and your team is gathered in a circle, go around the group in order, one by one, getting everyone to speak. This removes any suggestion of hierarchy, favouritism or some people’s workloads being more important than others.

If you’re holding your meetings remotely, you can do something similar by asking people to speak in the order they appear on the list of attendees in the group chat. Many apps list attendees in order of who joins the chat first and this is a great way to work around the group as it can change from one meeting to the next.

This way, project managers aren’t picking the order of who speaks, which can introduce biases, suggest orders of importance and, potentially, miss someone out altogether. You also avoid any pauses between speakers (time wasting) or catching anyone off guard by suddenly electing them to speak.

Step #5: Stick to the agenda

This one is true of every marketing meeting but especially important for daily standups because these are generally the shortest meetings you hold and there’s no time for venturing off-topic. This means marketing managers need to stay on top of the meetings to keep everyone focused on the three questions on the agenda.

If anyone goes off on a tangent or spends too long talking about a specific issue, the manager needs to step in and get the meeting back on-topic and on schedule.

This may take some getting used to because it’s not always easy to formulate ideas or find the right words to express them in a few minutes, especially in front of the whole team. This is why it’s so important to have people spend a few minutes preparing for the meeting by filling out the agenda template with notes before the meeting begins.

Generally, the first two questions on the agenda are pretty straightforward but communicating issues, challenges and roadblocks in a minute isn’t always easy. So, encourage team members to add notes on these issues as they emerge (for the next day’s standup) so they can formulate their ideas in plenty of time.

Again, your team will get used to this format quickly and standups will become second nature before you know it.

Step #6: Tag issues that need further discussion

As mentioned in step #5, the third question in the standup agenda is often the most time-consuming one to answer: What obstacles did/will impede my progress? In some cases, the issues raised by people may be easy to fix without any further discussion. For example, someone might request certain user permissions on a software tool and the account manager can make the necessary changes once the standup finishes.

However, some issues require further discussion to identify causes, the scale of the problem and potential solutions.

The standup is no place for these discussions but the team manager should flag such issues up for further discussion outside of the standup. This includes anything that takes more than a couple of minutes to discuss with no obvious resolution.

Keep in mind that the standup is designed to raise issues, not solve them.

Step #7: Take a written record of the standup meeting

As with all marketing meetings, you want a written record of everything discussed during each daily standup. The first reason for this brings us back to accountability and the goals individuals set being held on record. This helps team managers assess the success rate of people completing the goals and objectives they set out at the start of each day.

The same records also act as the first documentation of new issues raised by team members during the standup meeting. These issues should be exported to the relevant channels for dealing with outside of the standup meeting but records should always show where and when each issue was first raised.

Your standup meeting notes also help you analyse the effectiveness of your standups. Are they finishing one time, is everyone offering value when they speak, are individuals setting the right types of goals, are the standups motivating team members, etc?

Best practices for running effective daily standups

In this final section, we’re looking at some best practices you can follow to run effective daily standups every day. These will help you run productive meetings that enhance the workflow of your entire team without running over time.

Stick to the formula

The daily standup formula is specific for a reason and you don’t have time for deviation. Ensure team members stick to the three-question format and answer each one promptly. All they need to say is what they achieved yesterday, what they’re going to achieve today and quickly explain any issues that have or might prevent them from hitting targets – anything else has no place in the daily standup.

It may take some time for team members to get into the habit of rapid-fire responses and the team manager needs to coach them until standups become second nature. The good news is, the simple formula of standup meetings and the fact you’re running them every day means that your team will get to grips with them pretty quickly.

Be consistent

To ensure every meeting ends within 15 minutes and covers everything necessary, you have to be consistent with the way you run your standup meetings. Set the same ground rules for everyone and enforce them to make sure you can end each meeting on time. Be strict on time and intervene where people are taking too long to get their point across or venture off-topic.

Consistency is important because you don’t have time to accept any holdups and it’s difficult to enforce rules unless you’re consistent across every meeting and everyone attending them.

Consistency will also help your team get used to the Standup format sooner and help new team members integrate themselves into your agile environment as you welcome new talent to your team.

Encourage specificity

When people are setting goals for the day, you need them to set specific, measurable targets. In some cases, individual goals are easy to track – for example, creating a new landing page design by 1 pm. However, other goals are more complex, such as adjusting campaign settings or dealing with a specific customer service issue.

Let’s say one of your PPC campaigns isn’t hitting projections over the first few days and you’re not getting the traffic you need to build traction. The person managing this campaign may be tasked with optimising bids to get performance on track but their goal isn’t to simply play around with bidding settings. Instead, you want to hear them say they’re going to increase daily traffic by 10,000+ visitors, which will result in 500+ additional daily conversions based on the current conversation rate of the landing page.

Likewise, you want team members to be specific when they’re raising issues or roadblocks during the sprint meeting.

If there’s an issue with a software tool someone’s using, you don’t want to hear that it’s not working. You want to know the exact problem this team member is facing – what task they can’t complete, what’s happening when they try to, what error message are they getting (if any) and when they first noticed the issue.

All of this information will help you diagnose the cause of the issue and fix it as quickly as possible.

Manage 1-to-1 conversations

While it’s fine to have some conversation between multiple team members during a standup meeting, you want to keep things moving. For example, someone may raise an issue that a teammate is able to help them with after the standup ends or they may have a suggestion the speaker can try out once the meeting ends.

You don’t want to stop two individuals having a brief 1-to-1 exchange if it’s going to quickly solve an issue or offer some kind of value to the entire group but you have to manage these conversations carefully. You don’t need to avoid full-blown discussions between people in a standup meeting so be ready to cut these off and allow team members to continue the conversation outside of the standup.

Address every issue raised (outside of the standup)

Earlier, we talked about taking notes on every standup meeting so there’s written documentation for future reference. The most important role this plays is documenting the issues raised by team members during the standup so the team manager can take a look at these issues outside of the meeting and address them, one by one.

The first step is to prioritise these issues in terms of importance and, then, you can consider potential solutions. With a rough idea of how to deal with each issue, you can assess the difficulty of solving them and the time, resources and other requirements they will require.

From here, you can draw up an action plan to deal with each issue raised, knowing nothing is overlooked.

Choose the right meeting tools

Software can make or break marketing meetings and it’s important to choose tools that don’t get in the way. Above all, you need reliable tools so you know you’re not going to run into problems as soon as you start your standup. You also want software that makes tasks easier while getting out of your way so you’re not constantly fiddling with settings and user interfaces.

This is particularly important if you’re holding your standup meetings virtually or inviting certain people virtually. Running virtual meetings also opens up a lot of room for technical issues, rating from audio problems, connectivity issues, latency, user error and plenty more.

As a general rule, your best bet is to keep things as simple as possible to reduce the number of potential issues. You’ll also want to test that every tool is capable of performing reliably in a live setting and make sure everyone who needs to use them is comfortable with doing so.

There are plenty of software tools designed to help you run marketing meetings but you have to make sure the technology doesn’t get in the way or cause more problems than it solves.

Start each day the right way

Effective daily standup meetings prime your team to get results every day and raise any issue that could prevent you from achieving your goals. By encouraging everyone to speak about their achievements, daily goals and challenges openly in a group, you can increase motivation at the start of every day.

Daily standups also give team managers the opportunity to check everyone is working towards the team goals and identify the challenges that might prevent them from being achieved.

The challenge with daily standups is squeezing them into 10-15 minutes and covering everything you need to get the full value out of them. Hopefully, everything we’ve covered in this guide will help you tame the daily standup and start each day the right way.

Aaron Brooks is a copywriter & digital strategist specialising in helping agencies & software companies find their voice in a crowded space.

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