It’s no secret that the term “pre-work” inspires groans, eye-rolls, and even — during that all-too-familiar moment of realization that you haven’t done the pre-work — a sense of impending doom. Because of this, and because pre-work so often goes undone, many executives have given up on the practice. It doesn’t have to be this way. By embedding pre-work into meetings and carving out the first five to 20 minutes to have participants silently review a thoughtfully prepared, action-oriented document, leaders can reimagine not just the concept of pre-work, but the very nature of how teams gather. The author presents five tips for adopting the practice.

Read the full article at the Harvard Business Review website