How to enable daily meeting?

In the simplest and most talked-about agile practices, daily standing meetings (also called daily meetings) are one of them. Jeff Martin is at scrumdevelopment Yahoo! Asked in the Contact Group:

I have searched for related knowledge but have nothing to gain. I think I must have used the wrong word. Who can give me a daily routine template? We encountered some difficulties, which caused some team members to cancel the meeting or hold only two meetings a week.

This question has received many replies. Marcie Jones believes that the reason is the lack of skills to drive the meeting:

You must never be late yourself ......). As a scrum Master, this is not only a bad example, but also the information you do not pay attention to the team's time or daily meetings to them. If they don't feel your attention to the daily routine, why do they have to do it?
Start on time. People who don't care about the team's time will say, "I am just half done. Will you wait for me five minutes ?". If the meeting is postponed frequently due to these reasons, the meeting is not important, but it should be the most important part of the day.
If neither of the first two cannot be done, try to hold the daily meeting at another time. However, you must be clear that changing the time will not solve the fundamental attitude problem.
End the discussion. Even if you are playing the "Team member" role all day long, as a scrum master, you have to stand up to host the meeting. You have the right to ask people not to discuss it at the meeting, or keep it until the meeting ends. This is not easy. You have to stand firm.
If the report is not clear enough, you need to ask more questions. Do not just tell them "information about the task to be updated" or "you have done something wrong ". If you have been talking to them all the time, ask some guiding questions at the daily meeting, for example, "what is the new situation of this incident ?", "How do you decide to deal with that ?", "Have you ever gotten such results for such a general method ?". Or learning from people's questions or learning from difficulties, the team will eventually find out how detailed the information should be.
When trying to solve these problems, ask for the team's consent to continue the daily meeting in the next iteration. Assure them that if the situation does not improve, it will become twice a week. Then keep your promise. Do this first. If you have a review meeting, you will always have a chance to change it back.
Artem Marchenko believes that the daily standing meeting rules are simple and the template is useless:

After the daily routine is simplified, it becomes very simple, and the rigid template may be useless. Gestures, eyes, tone, and trust may be what you want. When necessary, these are the places where the scrum master (and team members) can really play a role, however, it is difficult for a template to reflect these elements.

The following is a template recommended by Scott Weber (by the way, many people disagree with Scott and think that this suggestion is too inclined to be in command control mode)

Scrum master: scot. What did you do yesterday?
Scot: I have finished the tasks X and Y, But I encountered difficulties in Z. I think I need Jon to help me.
Suppose Jon has time.
Scrum master: scot. What are you going to do today?
Scot: complete the Z task with Jon, and then start to do Aa.
[This is a loop until the last person in the team finishes his speech]

Scott pointed out later:
Self-organized teams are one of the goals that Scrum has dreamed of. This shows that development team members (not necessarily engineers) have the ability to effectively participate in and integrate into the team.

During the discussion, some people mentioned several wonderful articles about the daily meeting: Simon baker tells the daily meeting on the whole (including the classic jokes of chickens and pig ); mishkin bertig explained some problems and Jason Yip explained them in the form of a pattern.

In terms of concept, daily meetings are very simple, but it is not easy for teams to adopt them. To apply our agile rules to daily meetings (agile variants), we must be very clear about the goals of daily meetings, in this way, we can "verify" Whether the daily routine meeting is successful or failed under various special circumstances. Unfortunately, this goal is not clearly stated in most discussions. In this topic, the purpose of the meeting was simply taken over, but never directly discussed.

How do you understand the goals of daily meetings? Can these implementations help you achieve your goal?