Did you know that the average employee spends a shocking 31 hours per month in meetings that are essentially unproductive? That’s nearly four work days wasted on activities that won’t help their career or business.

To add to this, Zippi reports an even more alarming fact: most employees attend 62 meetings every month, and unfortunately, almost half of these result in nothing but wasted time.

And if your meetings are unproductive, then that means they can seriously damage your efficiency and team morale.

That’s why meeting cadence is so important for any team. Meeting cadence is how often you have recurring meetings with your team or stakeholders. It helps you create a rhythm and a routine for your team, ensuring everyone is aligned, productive, and engaged.

But how do you choose the right meeting cadence for your team? How do you avoid meeting overload or meeting famine? How do you make sure that your meetings are relevant, valuable, and enjoyable?

In this post, we’ll show you how to rock your meeting cadence like a pro. You’ll learn how to choose the best meeting cadence for different types of meetings and teams and how to use tools to manage your meetings effectively. By the end of this post, you’ll be able to run meetings that boost your team’s performance and happiness.

The right meeting cadence for different types of meetings

What’s your meeting goal? Before you schedule a meeting, you need to ask yourself: What’s the purpose of this meeting? What do you want to achieve by the end of it?

Your meeting goal will determine how often and for how long you need to meet. Here are some examples of how to choose the best meeting cadence for different types of meetings:

Alignment meetings

These are meetings where you align your team on the vision, mission, goals, and strategies of your project or organization. You might want to have these meetings less frequently (monthly or quarterly) but longer (60 to 90 minutes), as they require more discussion and alignment.

Feedback meetings

These are meetings where you give or receive feedback on your work or performance. You might want to have these meetings more frequently (weekly or bi-weekly) but shorter (30 to 45 minutes), as they require more iteration and improvement.

Improvement meetings

At these meetings, you talk about your processes and results and look for ways to improve. You might want to have these meetings less frequently (bi-weekly or monthly) but longer (60 to 90 minutes), as they require more analysis and action.

Celebration meetings

These are meetings where you celebrate your achievements and successes and recognize your team members. You might want to have these meetings less frequently (quarterly or annually) but shorter (15 to 30 minutes), as they require more appreciation and recognition.

Of course, these are not hard-and-fast rules but general guidelines that you can adapt to your specific meeting context. The key is to set clear objectives and agendas for each meeting. Here’s how:

1. Define the desired outcome of your meeting. What do you want to accomplish by the end of it?
2. Identify the key topics or questions that you need to cover or answer in your meeting. What do you need to discuss or decide?
3. Estimate the time needed for each topic or question. How long will it take to address each one?
4. Prioritize the most important or urgent topics or questions. What do you need to focus on first?
5. Create a realistic and flexible agenda that outlines the flow and timing of your meeting. What will you do and when?

The right meeting cadence for different types of teams

Who’s on your team? You know that different types of meetings require different types of cadences. But did you know that different types of teams do too?

The size and nature of your team can affect how often and for how long you need to meet. Here’s why:

Small vs large teams

If you work with a small team (less than 10 people), you can probably get away with more frequent and shorter meetings. You can easily sync up and catch up with each other without wasting too much time.

But if you work with a large team (more than 10 people), you might want to limit your meetings’ frequency and duration. You have more information and opinions to share and process, which can make your meetings drag on and on. Or you can split your large team into smaller subgroups for more effective meetings.

Cross-functional vs. functional teams

If you work with a cross-functional team (made up of members from different departments or disciplines), you might need more frequent and longer meetings. You have to coordinate and collaborate across different functions and perspectives, which can be challenging and complex.

But if you work with a functional team (made up of members from the same department or discipline), you might need less frequent and shorter meetings. You have more shared knowledge and goals, which can make your meetings smoother and simpler.

Agile vs. waterfall teams:

If you work with an agile team (one that manages projects in an iterative and flexible way), you might need to have more meetings that are shorter. You have to review and adjust your work regularly, which can keep you on track and flexible.

But if you work with a waterfall team (following a sequential and linear approach to project management), you might need less frequent and longer meetings. You have to plan and execute your work in stages, which can keep you focused and organized.

For example, let’s say you’re working on a new product launch with a cross-functional team of 15 people using an agile methodology. You might want to have daily stand-ups for 15 minutes to align on progress and priorities, weekly check-ins for 30 minutes to give feedback and solve problems, and bi-weekly retrospectives for 60 minutes to improve your processes and celebrate your wins.

But let’s say you’re working on a quarterly report with a functional team of 5 people using a waterfall methodology. You might want to have monthly updates for 30 minutes to report on the status and results, quarterly reviews for 60 minutes to present your findings and recommendations, and annual planning for 90 minutes to set your goals and strategies.

Although there are no strict rules for this, these guidelines can be adapted to suit the needs of any team environment.
The key is to consider your team’s availability and preferences when scheduling your meetings. Here’s how:

1. Ask your team members for their input on how often and how long they want to meet. You can use surveys or polls to collect their feedback.
2. Respect your team members’ time zones and working hours. You can use tools like World Time Buddy or Every Time Zone to find the best time slots for your meetings.
3. Avoid scheduling meetings back-to-back or during peak productivity hours. You can use tools like Clockwise or Calendly to optimize your meeting calendar.

The right meeting cadence for different types of situations

Just as different types of meetings and teams require different meeting cadences, so do different situations. The context of your project or organization can greatly impact how often and for how long you need to meet.
Let’s explore some common situations and their ideal meeting cadence:

Urgent situations

When you’re dealing with a crisis or an urgent issue, you might need to have more frequent and shorter meetings. These “fire-fighting” meetings help your team address the problem quickly, make decisions on the fly, and implement solutions as soon as possible. But remember, once the situation is under control, it’s essential to return to your regular meeting cadence to avoid burnout and overload.

Important situations

If you’re working on a high-priority project or initiative, you might want to increase the frequency and duration of your meetings. This ensures everyone is aligned and focused on the most critical tasks and goals. However, be mindful of meeting fatigue and balance the increased meeting cadence with ample time for individual work and reflection.

Complex situations

When your project or organization is facing difficult problems or going through a big change, you might need to meet more often and for longer periods of time.

These sessions allow your team to discuss, brainstorm, and collaborate on the best ways to tackle the challenges at hand. As the complexity subsides, remember to adjust your meeting cadence accordingly.

Simple situations

If you’re working on a simple project or sticking to a routine that you know works, you might need fewer and shorter meetings. In this case, your team can easily stay informed and aligned without excessive meetings, freeing up time for individual work and productivity.

New situations

When starting a new project or onboarding new team members, you might need more frequent and longer meetings initially. This helps set expectations, make sure everyone is on the same page, and build a strong foundation for future success. As the project moves forward or as new people join, gradually cut down on the number and length of meetings.

Ongoing situations

For long-term projects or stable operations, you might want to maintain a consistent meeting cadence. This creates a predictable rhythm that helps your team stay informed, aligned, and motivated over time. Periodically reevaluate the meeting cadence to ensure it remains effective and appropriate for your team’s needs.

Adapting to changing circumstances and needs is crucial for a successful meeting cadence. Here are some tips on how to be flexible and responsive:

1. Keep a pulse on your team’s workload, stress levels, and satisfaction. Be open to adjusting your meeting cadence based on their feedback and needs.
2. Stay aware of external factors, such as market trends, customer demands, or competitor moves. These may require you to adapt your meeting cadence to respond effectively.
3. Regularly review your meeting goals, objectives, and agendas. Are they still relevant and valuable? If not, adjust your meeting cadence or content accordingly.
4. Don’t be afraid to experiment with different meeting cadences, formats, or tools. Learn from your experiences and iterate to find the best fit for your team and situation.

Remember, the key to choosing the right meeting cadence for different types of situations is to be adaptable and responsive to your team’s needs and circumstances. Stay in tune with your team, your project, and your organization, and you’ll be well on your way to mastering your meeting cadence.

The right meeting cadence for yourself

Think of your personal meeting cadence as a carefully crafted recipe. Each ingredient—your personality, preferences, and work habits—contributes to a unique blend that satisfies your professional appetite. Let’s talk about how to choose the best meeting cadence for you by thinking about a few personal things:

Introverts vs. extroverts

If you’re an introvert, you might prefer fewer meetings and more time for individual work and reflection. In this case, try to limit the number of meetings on your schedule and allow for quiet periods in between. However, don’t isolate yourself entirely—make sure to join essential meetings and maintain open communication with your team.

On the other hand, if you’re an extrovert, you might thrive on more frequent interactions and find meetings energizing. Participate in meetings and discussions that are relevant to your work, but don’t forget to leave time in your schedule for focused work and strategic thinking.

Morning people vs. night owls:

Are you a morning person who hits the ground running, or do you find your stride later in the day? Schedule meetings during your peak productivity hours to ensure you’re alert and engaged. Also, don’t schedule meetings when you don’t have much energy. This will keep you from feeling tired or distracted.

Multitaskers vs. focusers:

If you’re a multitasker, you might find it easier to juggle multiple meetings and tasks throughout the day. In this case, feel free to pepper your calendar with shorter, focused meetings. However, be mindful of your limits and avoid overloading your schedule.

Conversely, if you’re a focuser, you might prefer to have fewer meetings and longer periods for deep work. Set up your schedule so that you can do this, and when you do have meetings, make sure they are purposeful and productive.

To manage your energy and attention effectively, consider the following tips:

1. Block out your calendar for uninterrupted work and focus time. This ensures you have enough space for individual tasks and helps prevent meeting fatigue.
2. Set boundaries for your availability. Communicate to your team when you’re most receptive to meetings and when you need time for focused work.
3. Take breaks between meetings to recharge and refocus. Use techniques like the Pomodoro method or the 90-minute work cycle to manage your energy levels throughout the day.
4. Experiment with different meeting cadences and formats to find what works best for you. Keep an open mind and adjust your approach as needed.

By understanding your unique blend of personal factors and adopting strategies to manage your energy and attention, you can create a meeting cadence that caters to your individual needs and sets you up for success.

Structuring your meetings for maximum productivity

An alarming 83% of managers surveyed by the Harvard Business Review characterized their meetings as inefficient—a waste of not only hours but also money. Fortunately, there are ways to prevent this from happening.

And it all begins with structure. By setting up an organized agenda, delegating tasks, and optimizing the flow and timing of your meetings, you can make sure that each one is effective and efficient for everyone involved.

Define meeting structure and components

A well-structured meeting has several key parts that work together to create an environment where people can get work done. These components include:

1. Agenda: A detailed outline of the topics to be discussed, the order in which they will be addressed, and the time allotted for each topic.
2. Action items: Specific tasks or decisions that result from the meeting, assigned to individuals or teams to complete.
3. Follow-up: A system for tracking the progress of action items and ensuring accountability.

Creating clear agendas

A clear agenda is the backbone of a successful meeting. When crafting your agenda, consider the following tips:

• List the topics to be discussed, prioritizing them based on importance and urgency.
• Allocate a specific amount of time for each topic to help keep the meeting on track.
• Distribute the agenda to all attendees in advance so they can come prepared.

Assigning action items

Assigning action items is a vital part of ensuring your meetings lead to tangible outcomes. Keep these tips in mind when assigning tasks:

• Clearly define the action items, including what needs to be done, who is responsible, and the deadline for completion.
• Make sure action items are realistic and manageable, avoiding overly ambitious tasks that may lead to frustration or procrastination.
• Document action items during the meeting to ensure clarity and accountability.

Optimizing your meeting flow and timing

The flow and timing of your meetings can significantly impact their effectiveness. To optimize your meeting flow, follow these guidelines:

• Start and end your meetings on time to show respect for your attendees’ schedules.
• Encourage active participation by inviting feedback, asking open-ended questions, and giving everyone a chance to contribute.
• Break up longer meetings with short breaks to maintain focus and energy levels.

By implementing these strategies, you’ll be able to structure your meetings for maximum productivity, ensuring that your team’s time is well-spent and their efforts lead to meaningful progress.

Incorporating breaks and downtime in your meeting cadence

Picture this: it’s mid-afternoon, and you’re in the midst of a marathon meeting. Your energy levels are dipping, and your focus is starting to wane. Sound familiar? Incorporating breaks and downtime into your meeting schedule can work wonders for your team’s productivity and overall well-being.

The benefits of incorporating breaks and downtime

Taking breaks isn’t just about grabbing a coffee or catching up on social media. In fact, research has shown that regular breaks can lead to:

1. Improved focus and concentration.
2. Increased creativity and problem-solving abilities.
3. Reduced stress and burnout.

Preventing Burnout – Strategies for scheduling breaks and downtime

So how can you make the most of breaks and downtime in your meeting schedule? Here are a few ideas to get you started:

• Schedule short, frequent breaks during long meetings. Aim for a 5-10 minute break every hour or so to keep everyone energized and focused.
• Encourage “brain breaks” during downtime, such as stretching, walking, or engaging in a quick mindfulness exercise.
• Block out regular “no-meeting” periods in your team’s calendar, giving everyone a chance to catch up on work or take a mental breather.

Tips for using breaks and downtime effectively:

To make the most of your breaks and downtime, try these tips:

• Disconnect from work-related tasks during breaks, allowing your mind to recharge.
• Use downtime to engage in activities that boost your mood and energy levels, such as taking a walk outside or chatting with a colleague.
• Foster a culture of work-life balance by modeling healthy break-taking behavior and encouraging your team to do the same.

By incorporating breaks and downtime into your meeting cadence, you’ll not only help prevent burnout but also create a happier, more productive team. So go ahead, give yourself and your team the gift of well-deserved breaks!

But what about best practices for remote meetings?

Isn’t it amazing how technology has made it possible for us to connect with team members from all over the world? Remote meetings have become the new normal, and they offer both unique benefits and challenges. Let’s dive into some best practices to help you make the most of your remote meetings!

Unique challenges

First, let’s talk about the challenges you might face. Things like time zone differences, technical issues, and potential distractions can make remote meetings a bit tricky. But don’t worry—with a bit of planning and the right approach, you can overcome these obstacles.

Start with the tools

One of the most important aspects of successful remote meetings is the tools you use. From video conferencing platforms like Zoom or Microsoft Teams to project management tools like Teamly, make sure you’re using the right technology to keep everyone connected and on track.

Learn how the tool works and don’t be afraid to give your team members training sessions if they need them.

Minimize distraction

Next up, let’s talk about minimizing distractions. Encourage everyone to find a quiet, dedicated space for their remote meetings, free from background noise and interruptions. You could also encourage the use of headphones or headsets with noise-canceling microphones to help improve audio quality.

Strive for group participation

As a meeting host, it’s essential to ensure equal participation among all attendees. Make an effort to engage everyone in the conversation, especially those who may be quieter or more introverted. Ask for their opinions, or consider using breakout rooms for smaller, more focused discussions.

Building trust and rapport in a virtual setting can be a bit different than in-person meetings. Start each meeting with a quick icebreaker (but don’t overdo it) or a casual check-in to help everyone feel more connected. Be mindful of nonverbal cues, like facial expressions and body language, and encourage team members to keep their cameras on when possible.

Measuring the effectiveness of your meetings

If you can’t measure it, you can’t improve it, so how do you measure the effectiveness of your meetings? Here are a few tips:

Track attendance and time spent in each meeting

Not only is attendance good for accountability, but tracking how long each session lasted can also help you gauge how productive your meetings were.

Pay attention to engagement levels

Engagement isn’t just about who’s speaking the most; it’s also about who’s actively listening, asking questions, or providing feedback. Pay close attention to these cues and use them as indicators of your team’s overall performance

Gather feedback from team members

One of the best ways to gather insights from your meetings is to ask your team members directly. Consider sending out a quick post-meeting survey or setting aside a few minutes at the end of each meeting to collect feedback. This will give you valuable information on what’s working and what could be improved.

Track progress toward meeting goals

Keeping track of progress toward meeting goals is another way to measure effectiveness. Whether it’s through project management tools, shared spreadsheets, or regular status updates, make sure you’re monitoring how your meetings contribute to your team’s overall success.

Adapt your meeting structure based on your findings

Adapting your meeting cadence or structure based on your findings is crucial. If you notice a trend of unproductive meetings, take a step back and assess what needs to change. Maybe you need to adjust the meeting frequency, re-evaluate the agenda, or assign a different facilitator.

Leverage tools and methods for measuring outcomes

Finally, don’t forget to explore the tools and methods available to help you measure meeting outcomes. Time-tracking software, project management platforms, and analytics tools can all provide valuable data to help you optimize your meetings further.

Remember, measuring the effectiveness of your meetings is an ongoing process. By always evaluating your meetings and making changes based on what you learn, you’ll create a culture of productive and effective meetings that will help your whole team.

Navigating the hurdles of common meeting challenges

Even with the best planning and intentions, meeting challenges can still arise. But fear not, you have the power to tackle these obstacles head-on and ensure your meetings remain productive and engaging. Let’s discuss some common meeting challenges and how you can overcome them.

Tardiness: Addressing late arrivals

Late arrivals can disrupt the flow of your meeting and make it difficult to cover everything on your agenda. To minimize the impact of latecomers, try implementing the following strategies:

• Establish a clear start time and send reminders in advance
• Begin meetings on time, even if some attendees are missing
• Encourage a culture of punctuality by setting a positive example

Off-topic discussions: Keeping the conversation focused

Off-topic discussions can quickly derail a meeting and leave participants feeling frustrated. Here’s how to keep your meetings on track:

• Create a focused agenda and distribute it ahead of time
• Assign a facilitator to guide the conversation and redirect when necessary
• Encourage participants to table unrelated discussions for later

Technical difficulties: Smooth sailing in the digital age

Technical issues can be a major headache during virtual meetings. Keep your meetings running smoothly with these tips:

• Test your equipment and software before the meeting
• Provide guidelines and support for attendees who may be less tech-savvy
• Have a backup plan in case of technical issues, like switching to a phone call or rescheduling the meeting

Setting the stage for success

By dealing with these common meeting problems, you’re setting the stage for meetings that go well and get things done. Remember, it’s all about creating a positive and focused atmosphere where your team can collaborate effectively.

Recognizing and adapting to changes in team dynamics and project needs

Team dynamics and project needs are bound to change over time. It’s essential to recognize these shifts and adapt your meeting cadence accordingly. By doing so, you’ll ensure your team stays productive, engaged, and aligned with your goals. Let’s dive into how you can recognize these changes and adapt like a pro.

Reading the room: Understanding team dynamics

Team dynamics can greatly influence the effectiveness of your meetings. Keep an eye out for these signs that your team’s dynamics may be changing:

• Changes in communication patterns or engagement levels
• Conflicts or tension among team members
• New team members joining or existing members leaving

Adjusting to project shifts: Accommodating evolving needs

Project requirements can change for a variety of reasons, and it’s crucial to adapt your meeting cadence to stay on track. Watch for these signs that your project’s needs may be shifting:

• New project goals or milestones
• Changes in project scope or priorities
• Tightening deadlines or extended timelines

Mastering the art of adaptation

When you notice changes in team dynamics or project needs, it’s time to take action. Here are some strategies for adapting your meeting cadence to accommodate evolving needs:

• Reevaluate the frequency and duration of your meetings to ensure they’re still appropriate
• Update your meeting agendas to reflect new priorities or goals
• Encourage open communication and feedback from your team to ensure everyone’s needs are being met

Staying agile and responsive

By staying attuned to changes in your team dynamics and project needs, you’ll be able to adjust your meeting cadence accordingly. Embrace the ever-changing landscape of teamwork, and you’ll foster a more agile and responsive team that’s ready to tackle whatever challenges come their way.

We all have those chock-full days where it feels like our brain has been placed inside a blender and someone pushes the “puree” button.

Maybe we’ve just left a planning session for a project that’s an amorphous mess of requirements, conflicting objectives and opinionated stakeholders. And we somehow need to capture the minutes and come up with a plan. Add to it, back at home the kitchen sink is leaky but the plumber is on vacation, and the fridge is empty but we’re not about to order pizza for the third night in a row.

After slogging through too many days coping with this “scrambled brain” syndrome, it becomes clear that our current way of doing things won’t cut it. A superior method is on demand. Something that’s up for the job of capturing and taming this unruly creature known as modern life.
Mind mapping, for all its hype, may well seem like a simplistic solution. After all, most of us learned about these “bubble charts” in elementary school, alongside lessons about addition, subtraction and multiplication tables.

But although the concept really is very simple, it’s elusively so. There’s more ways to use mind mapping in your life than you probably realize.

So if you’re not entirely sold on mind maps, if you just don’t get what it is that other people get about them, then stay tuned.

We’re going to unlock the what and why of these maps, and look at several mind mapping examples to use in all areas of life. And you’ll be happy to discover that these little “bubble charts” are the key to keeping overwhelm at bay, and provide a powerful tool for capturing requirements, identifying unknowns and retaining information.

The What, Why & Where of Mind Maps

Mind mapping is a technique that’s also known as clustering or webbing. The idea is very similar to a work breakdown structure (or cost breakdown structure, for that matter). It starts with a central idea that branches off into subtopics, with smaller topics branching off from each subtopic, and so on, until the initial idea is more or less exhausted.

The central topic can be a thought, a subject, an idea or a problem. Mind maps cover a multitude of diverse topics, anywhere from “Modern China,” to “Weekly Schedule” to “Latin Root Words.”

Many apropos analogies of the mind map occur in nature. It can be compared to a spiderweb that branches off in a multitude of diverse directions, a river with smaller tributaries and streams, a tree with increasingly thinner branches, and an individual leaf with one long central vein splintering into many thinner, shorter veins.

It’s also been described as a Swiss Army knife, because creating a mind map utilizes multiple cognitive functions, including logic, memory, and imagination.

Why Are Mind Maps Effective?

First and foremost, mind mapping is effective because it replicates how the brain works. Our brains naturally function as a stream of consciousness series of thoughts, just like a mind map. We’re wired to make associations; this is how we learn new information, grasp complex ideas, and come to understand the world.

If you suggest any everyday noun to any person, he or she immediately associates it with other images. A kitchen, for example, conjures up things like a stove, a refrigerator, dishware, and hot meals. “Winter” recalls images of snow, boots, sleds, hats and mittens. While if you suggest “oceans” to a person, he or she thinks of fish, whales, ships, waves, storms, anchors and islands.

This three-dimensional thinking is what Tony Buzan, the modern day propagator of the mind map, calls radiant thinking. From one central image such as a beach ball, our thoughts immediately radiate in many directions, to sand, swimsuits, children playing, water, sunshine, buckets and shovels.

Whereas lists and outlines encourage one-dimensional thinking, mind mapping makes a leap into three-dimensional thinking.

“Human language can be externalized. And when it is externalized in its purest form, it creates a mind map,” writes Tony Buzan in his book, Mind Map Mastery.

Secondly, mind maps are effective because they are visual.

You’ve probably heard the saying that “a picture says a thousand words.” This precisely captures the effectiveness of a mind map. Rather than writing lengthy articles around an idea, it can be entirely encapsulated within one easily digestible image that is processed within a few seconds. Many mind maps incorporate color, which further crystalizes relationships between topics and ideas.

The visual component also makes mind maps helpful for long-term memory. As Dr. Lynel Burmark, an expert on the brain and memory, says: “Words are processed by our short-term memory where we can only retain about seven bits of information….Images, on the other hand, go directly into long-term memory where they are indelibly etched.”

Thirdly, mind maps utilize both left and right brain thinking.
The left side of our brain is inclined to be logical and orderly. It looks for associations between ideas. Whereas the right brain caters to whimsy, imagination and play. The mind map taps into both these orientations, as it creates logical associates between ideas, while at the same time fosters free, unrestricted thinking.

And finally, mind maps increase our capacity to memorize and retain information.

A mind map goes further than simply transcribing information. Mind mapping a lecture, for example, requires the creator to identify associations within ideas. This creates channels and connections in the brain, and makes it easier to retain large bodies of information.

Mind mapping can be used in conjunction with the mnemonic technique known as the Method of Loci. It does this by creating memory palaces into which practitioners store information. This technique can be instrumental in achieving the memorization part and parcel to things like earning certifications and passing exams.

Where Are Mind Maps Useful?

As touched on above, mind maps serve an array of diverse functions.

They can function as a therapy technique, for identifying imagery and motifs in dreams, for increasing emotional granularity, or breaking down internal struggles. They can serve as a powerful organizational tool, from mapping a daily plan to organizing tasks for a complex project. Mind maps tap into our creativity and imagination. They allow us to think expansively. And finally, they serve as a powerful mnemonic device for memorizing and retaining complex information.

Oftentimes, a mind map serves as a preliminary exercise in a project or endeavor. A mind map brainstorm might provide the initial step in outlining a paper. Or a project mind map might develop into a timeline or serve as a tool for delegating tasks within a team.

As you can see, despite, or perhaps because of its simplicity, a mind map is an effective tool with far-reaching applications. Now let’s delve a little into its origin and history.

A Brief History of Mind Maps

A mind map replicates the “brain’s language,” as Tony Buzan observes. And so the concept behind a mind map is as old as the brain itself.

As far back as 400 BC, Socrates used a version of the mind map with his Socratic Method which unpacks an idea or assertion. The method asks probing and clarifying questions around the idea, in order to break it down and look at it from many diverse angles.

In the more recent (but still pretty ancient) history, the third Century Roman philosopher Porphyry of Tyros used a system of mind mapping to write about logic and philosophy. Ramon Llull, another philosopher who lived around 1200, used diagrams to illustrate Christian doctrine. And in the 1400s, Leonardo Da Vinci used a version of mind maps as well.

So they really have been around for some time. No one can claim to have “discovered” them exactly. Although a certain Tony Buzan has gone about trademarking the terms “mind map” and “mind maps.” He popularized the concept on his 1970s BBC show, Use Your Head. As an expert in memory, cognition, and mnemonic techniques, Buzan wrote and co-wrote over 80 books in his lifetime, including Use Your Memory, Master Your Memory, Use Your Head, The Speed Reading Book and The Mind Map Book. Around this same time, the professor Joseph D. Novak used concept maps in courses he taught at Cornell University.

With this history under our belt, let’s turn to how the mind map can benefit each of us in both our professional and personal lives.

The Benefits of Mind Mapping

A mind map serves a variety of functions. It’s a helpful tool in planning a project, studying for an exam, and even plotting out a daily plan. This following covers some of the key benefits it provides.

Improves & Accelerates Communication

A mind map is a powerful communication tool for teams and within projects. It clearly communicates associations within a complex project or idea. Whereas words and lengthy text oftentimes creates misunderstandings, a mind map eliminates disconnect.

Mind maps also communicate information rapidly. It only takes a few moments to take in a mind map with over two dozen bubbles. Whereas digesting this same amount of information in writing would mean reading at least three pages of text.

It’s easy to present a mind map to a meeting and rest assured that everyone is on the same page, without a lengthy explanation process.

Crystalizes Concepts

A mind map is succinct and concise. It sticks to key points and ideas, and precludes ancillary or rambling thoughts and phrases. For this reason, it serves as an effective entryway exercise into an activity, as it can thoroughly exhaust a topic while at the same time paring it down to the essential points.

Fosters Creative Thinking

The process of creating a mind map is unrestrictive. With creative mind mapping, the intent is to tap into the unconsciousness to come up with original ideas and associations. This easy-flowing exercise allows creative thoughts to bubble up and fosters innovation.

Creative mind maps are a “judgement free zone” where there is no right or wrong. This relaxed environment can serve to break down mental walls, unblock creatives, and open up new channels of thought.

Caters to Multiple Learning Styles

Mind mapping complements many learning styles, including verbal, visual, kinesthetic, and aural (when a mind map is created within a group setting). This gives it broad usability; a mind map is a tool that’s effective within any group and in any setting.

The How of Mind Mapping (With Tips & Strategies)

Mind mapping is simple, to be sure, but creating one does necessitate some instruction. Let’s briefly review the tools needed and the process for creating one, and go over some tips and strategies for success.

The Tools for Mind Mapping

The minimal tools needed to create a mind map are paper, a pen or pencil (preferably colored pencils), a topic, imagination, and at least five minutes. Some people like to use a large piece of butcher paper when creating a mind map, as the large size encourages expansiveness and allows thoughts to stream freely.

And of course, in this digital age, mind maps can also be created using software or digital white boards.

The Process

A mind map consists of a main topic branching off into subtopics, which branch off into smaller subtopics. It’s a hierarchy of ideas and related concepts. Ideally, each bubble consists of only one to three words, in order to keep the concept precise and succinct.

However, the purpose is to foster creativity and so there’s no hard and fast rules to mind mapping. In a stream of consciousness map, ideas may come seemingly out of nowhere, and seem to have no logical correlation to one another.

The process starts by writing the central idea in the center of the paper (with a circle around it), and then rapidly spinning off into related topics (and then topics related to the subtopics) until the idea is exhausted. Oftentimes, creating a mind map takes as little as five minutes. They can be used to organize known information, or to tap into unknown information to explore and expand on an idea or concept.

3 Strategies for Effective Mind Mapping

A mind map seeks to communicate concepts and stimulate creativity, and a few strategies serve to foster this.

Vary the Width of the Branches

As mentioned, a mind map can be likened to a tree, where the branches become thinner the further they are from the trunk, until they’re really just twigs. Replicating this pattern within a mind map visually communicates the hierarchy of the mind map, and distinguishes the central ideas from the smaller, ancillary components.

Add Color

Using color in a mind map not only makes it more visually stimulating, but can also effectively distinguish subtopics from one another. In a mind map of planets in the solar system, for example, each subtopic can be written out in a different color. This is particularly effective when presenting a mind map to a large group, as it communicates ideas clearly.

Experiment With Fonts

In a similar vein, fonts can also serve to distinguish subtopics from one another, and central ideas from the smaller ideas. This of course necessitates a mind mapping software, which, as it turns out, are rather plenteous.

Use an Image for the Central Idea

Again, an image says a thousand words. And so rather than using a word in the center of the mind map, an image can really stimulate the imagination and provide the map with some powerful initial momentum. For example, in a mind map of “groceries,” a central image of a grocery store allows you to map out the grocery story in your mind, and envision food on the shelves, and so come up with a more accurate and thorough list.

A mind map is simple to create, but knowing how to apply it in your life is a learned skill. Utilizing these strategies increases its capacity to serve its intended purpose, be it organizational, therapeutic, or something else. Now let’s look at some examples for creating mind maps in all walks of life.

10 Examples of Mind Maps

Mind mapping applies across so many diverse disciplines, and serves a variety of purposes. They’re effective in organizing known information and in expanding and exploring on a topic. They can be used as a tool in project management, in therapy, in life planning, and everyday stuff like planning meals and grocery purchases. From the common to the sublime, here are 10 examples for mind mapping.

Mind Mapping and Project Management

Mind maps can serve as a powerful tool in organizing teams and planning projects. Here are a few useful ways to apply them in project management.

Decompose a Large Project

Once a project is assigned and the requirements are identified, the looming task remains of breaking all the work down into smaller pieces. A mind map serves a central function here. Here’s how it might break down:

• The center of the mind map is the project’s end goal, the final deliverable.
• The subgroups can be both individual requirements and significant milestones.
• Each of these subgroups is broken down into topics such as who is assigned to the task, what type of architecture it requires, how long it takes to build, and what resources are required to build it.

From here, the mind map serves as a tool to organize a backlog and plan sprints.

Develop a Risk Management Plan

Risk management is part and parcel to any successful project. Risks can be defined as “uncertainties that matter” and a mind map is the perfect tool for identifying these uncertainties.

• In this mind map, the center bubble represents the final deliverable.
• Some subgroups identify all the assets used in the project, and each spoke identifies the threats and vulnerabilities for these assets.
• Other subgroups identify other risks, such as the loss of workers and scarcity of resources, and then further explore the likelihood of each event occurring.

When these threats, vulnerabilities and other uncertainties are exposed, it’s easier to put a plan in place to either mitigate, avoid, transfer or accept them.

Establish Priorities & Determine Requirements

Project planning means determining those requirements that must be met, and those that can fall to the wayside. A mind map, created in a group setting with all stakeholders, serves to achieve this clarity.

• The center image, again, represents the final objective.
• Each subgroup breaks into various requirements, then further into the “why” for each of these requirements, as well as the costs, resources and labor required for each.

In fleshing out the details behind each possible requirement, it’s easier to determine those that must be met, and those that need not be.

This summarizes just a few ways to apply mind maps to project planning. From outlining a budget to determining scope, to delegating work, a mind map can assist in so many areas of project management.

Mind Mapping and Creativity

Mind maps also serve as a powerful tool in individual, solo projects.

Research a Paper

Before beginning any big research project, it’s necessary to “know the unknowns,” or to identify those blank areas that require further study. A mind map serves to do this. Take the example of a research project on the topic of cities in the United States.

• At the center of the map is the stated research topic.
• Each subgroup breaks into subtopics, such as individual cities, geographic locations, population and common industries within the cities.

This mind map provides two indicators for further research. It not only identifies knowledge gaps, but it identifies the subtopics that hold the greatest interest to the researcher. All of this knowledge is essential to focusing a research paper and forming a thesis.

Shape a Story

Every story, be it fiction or creative nonfiction, begin with a set of facts, including characters and circumstances, that must be crafted into a story. A mind map serves to lay out all of this information and identify correlations and hone in on the key points to cover in the story.

• In this mind map, the center image represents the essence of the story. For a memoir, it might be something like “The story of my childhood.”
• Each bubble represents significant characters or events to cover the story. They branch into subtopics such as attributes of each character, and the individual frames for significant events.

This exercise assists to shape the plot, identify key areas of conflict, and crystalize details to include in a story.

These are just two examples, but mind maps and creativity go hand in hand. They are also useful in brainstorming a topic and in imagining unexplored possibilities.

Mind Mapping and Self-Help

Mind maps serve as a powerful therapeutic and life planning tool.

Decipher Dreams

Dreams tap into the unconscious and the inner workings of our life. However, they’re full of symbols and often hard to figure out. Mind maps can assist in making sense of cryptic imagery in dreams.

• The center image of the mind map can be a single dream or something like “dreams from the past week.”
• Each subgroup represents the strongest images from the dream, then branch into other related images.

The creation of this mind map is particularly intuitive. It means letting go of logic for a bit, and flowing with the oftentimes nonsensical nature of dreams.

Map a Five Year Plan

Five year plans are all the rage, and can be useful both in shaping a career and building a personal life.

• The center image in this mind map can represent a desired goal, such as “own a home” or “earn a degree.”
• The subgroups can branch off into a few areas, such as individual work batches required to meet the objective, each year in the five year plan, and requirements of the overall objective.

In addition to these two examples, mind maps serve to assist in many areas of personal life, from things like learning a new skill to getting unstuck to mapping daily emotions.

Mind Mapping and Everyday Life

Mind maps are an excellent tool for organizing everyday complications. Here are a few ideas.

Budget the Month

Money has a way of slipping through our fingers and it’s hard to save for that hot tub or Hawaii vacation if we don’t pull in the reins on everyday spending.

• The center image might say something like “monthly expenses” or simply state the amount allocated for the month’s spending.
• Each subgroup breaks into categories such as “health care,” “groceries.” “eating out,” “home repair,” “slush fund,” and “travel.”

Once exhausted, this mind map captures all the month’s expenses, and from there it’s a simple process to lay out a budget for the month.

Plan a Wardrobe for a Season

So long as the earth continues to spin around the sun, we will need to modify our wardrobe periodically. There’s a time for down coats and a time for flip flops. And a mind map allows us to make a smooth transition between each season.

• The center image of this map might state the season.
• Each sub topic would outline the activities in our life that require distinctive attire, such as “work,” “weekend,” and “travel.” Another topic might be “climate forecast.”

From here, it’s easy to create a shopping list and hit the mall, and to know what to pack away for a future season.

Plan a Day

It’s easy to wake up hoping to accomplish a dozen or so tasks, but then only to have checked off a few items by the day’s end. A mind map helps to capture everything and is the starting place for an effective plan.

• The center image simply states the day; “Thursday” or “Saturday.”
• Each subgroup represents individual components of the day, such as “work,” “meals,” “leisure,” and “chores.” Each of these break down into time estimates, and other requirements.

This serves as a powerful time management tool. When everything is captured in a mind map, it’s far easier to get it all done.

This summarizes a few ideas for mind mapping, but the number of uses for mind maps could go on all day. Mind maps can be used to plan meals for the week, create chore lists, plan holidays, and plan home improvement projects. They are useful for learning people’s names, studying for a test, and outlining notes from a course or lecture.