Getting started with a check-in? Here’s how to.

Doing a proper check-in has a great effect on your collaboration. You have to take some time for it, though, to avoid it becoming an unconscious routine. In this blog you’ll read my tips on how to use the check-in as a tool for more focus, attention and connection in the meeting that follows. 

What is a check-in?

Imagine checking in at an airport: you go to the counter and confirm you are present. Like all other travelers do. The travel operators know who is there, what destination you are flying to and what luggage you are carrying. Your journey begins. 

In a professional context, a check-in is a round along all participants at the beginning of a meeting, where each one checks in for him or herself and indicates what has their attention at that moment. With the aim of letting go of anything that might be distracting and being wholly present for the conversation. And fully focus on the intention, the goal, of that meeting. 

The check-in is particularly well known within organizations working with Holacracy, a way of working for agile organizations with a clear organizational structure, where check-ins and check-outs are used for opening and closing tactical and governance meetings. 

What are the benefits of a check-in for your organization?

A check-in at the beginning of a meeting ensures that everyone is truly present, directing attention to what you have to do together. It brings focus to the day, meeting and the interactions people have. 

When done regularly, with more than a “Check! I’m here!” at the beginning of each meeting, in addition to an effective gathering, it brings opportunity for kinship among colleagues. After all, a good check-in is also personal. You are allowing the other person to see and hear something of you. Sometimes that’s a complicated thing, sometimes simple. By not reacting to each other in a check-in, there is no one hijacking all the attention or dominating the moment. Everyone is being heard.

Doing this consistently, combined with clear operating procedures and transparency in roles and responsibilities, a check-in contributes to more safety in interactions. 

This simple, small habit has a major impact on the effectiveness of your meetings, the perception of collaboration and on the organizational culture. In other words: you will be better for it as an organization. 

The check-in works well online

For example, I feel a strong connection with the people I’m working with on a study of people and culture practices in self-directed organizations. Our collaboration is mostly done online, and thanks to the check-ins, we have insight into each other’s lived experience. With those consistent check-ins, we all take responsibility for effective meetings. 

Personal reflections during check-outs give insight into what is valuable to others. Besides a team composition that is right and besides having clear roles, the habit of checking-in really matters here. Each meeting, done briefly, concise and with discipline. That’s the agreement. Just naming something, revealing and arriving at what you have to do together. 

Using the check-in in personal settings

By now – doing a check-in is such a natural tool for focusing attention, that I also use it privately. At my baby shower for example, we started with a check-in, with the intention of people being familiar and at ease with each other from that point on. 

I did feel anxious about it. A mixed group of women gathered to encourage me and my baby bump toward motherhood, not necessarily sharing my tendency to sit in a circle and share personal things with a group. 

These women either had not met or didn’t really know each other. The invitation was simple: ‘share your name, where you woke up this morning and what your connection is to Annemieke or her partner.’ That was it. And it worked: highlights from friendships were named, obvious family ties honored, and the baton was handed over as soon as someone clearly felt tense about doing this. As if we had been visiting each other for years, everyone had something to talk about after this check in. People laughed, talked freely and connected with ease. Exactly what I was hoping for at this gathering. 

How to introduce check-in as a moderator

If you’re the one introducing a check-in, start by demonstrating it yourself. Great for any group, whether experienced or not: you set the tone and give a helpful example to follow. Share what you’re going to do and if appropriate, ask the question, “Shall we start with a check-in? 

And if you set the example yourself, name that, too: ‘I’ll demonstrate.’ Then briefly and concisely give the answer to the check-in question. Especially when you’re with a large group, or with someone who tends to elaborate, this limits chances of lengthy responses. Then point to someone and ask your question again if necessary. If someone is clearly not ready, just give them some time or invite them to speak later on.

Work with ground rules about who’s turn it is to speak: do you go round in a circle, does everyone point to the next person or do you let those who feel called speak? Clarify in advance, so there is no unease about this.

Practical conditions

The duration of a check-in varies and depends on the topic and the number of participants. If you are with a large group, limit the speaking time everyone gets. Assessing how much time a check-in should have, requires some practice. 

Especially in workshops or creative sessions, a good check-in question can provide a lot of fuel for that day’s topic, speeding up or deepening the remainder of your program. It requires some more time, but you will get valuable input in return. 

Everyone speaks from their own experience and is as sincere as possible. This is not a time to start analyzing or justifying yourself: you name what is alive for you or comes to mind. You can agree with each other not to share any details of a check-in with anyone else. 

What you share in the check-in is independent of what you discuss in your meeting: check ins do not set the agenda. 

Consciously turning inwards

If you want to do a proper check-in for yourself, take a deep breath and scan your internal state. Think of this as a mindfulness exercise. See what holds your attention. Consider what you would like to share in response to the question asked. And perhaps verbalize what is happening inside of you: ‘I am experiencing tension, I feel nervous, my attention is going to xyz’, allowing yourself to let go.

During a good check-in, you often see people reflecting for a moment, quieting down and moving their attention inwards. And then light up again: a choice has been made to share something and people contribute it. They are present and available for the rest of the meeting. 

With every good check-in, participants’ attention increases. Agitation that can be felt at the start of a meeting, ebbs away. And enthusiasm for what comes next increases. 

Experience the power of a check-in

I hope these tips will inspire you to use check-ins as a healthy habit in your meeting or gathering. Want to discover how to apply this in training and development sessions? Get in touch or join me at Big Hearted Academy. And check out these Questions that make a difference.