Running Effective Meetings

“People holding specific jobs have to cooperate to get a specific task done…..We meet because knowledge and experience needed in a specific situation are not available in one head, but haveto be pieced together out of the knowledge and experience of several people.

Peter Drucker

“People holding specific jobs have to cooperate to get a specific task done…..We meet because knowledge and experience needed in a specific situation are not available in one head, but haveto be pieced together out of the knowledge and experience of several people.

Peter Drucker

What are the problems with some meetings?

There are too many of them They are too long Agendas contain too much Meetings compete with other important meetings and

events Too many participants People who should be at the meeting are not People who should not be at the meeting are there The meeting is poorly planned The meeting is called for an insufficient reason Poor meeting leadership Meeting ends without concluding the business at hand Participants is are unprepared or poorly prepared

What to avoid- Factors that lead to the failure of meetings

Lack of notification which leaves little or no time for people to adequately prepare.

No Agenda Wrong people in attendance Lack of control – participants have little or no

influence on decisions Political Pressure Hidden Agendas Lack of clear consensus or conclusion Poor documentation of decisions

What makes for a good meeting It has a purpose, all participants know and

understand It has an agenda organized to achieve that

purpose People are invited to be there either as

contributors or to gain something from it Participants understand their roles, come

prepared, make contributions The meeting is brisk, sticks to the agenda, and

accomplishes work with no wasted time Visual presentations are clear, sharp, and

colorful and are used whenever possible The chair of the meeting summarizes what has

been accomplished Post meeting follow-up is organized

Reasons for calling a meeting To accept a report from the meeting participants To reach a group judgment or decision To analyze or solve a problem is To his gain acceptability and support for an idea,

program, or decision For training To reconcile conflicting views To communicate essential information to a group To relieve tension or insecurity by providing information

and management’s viewpoint To assure that everyone has the same understanding of

information Facilitate staff communication To get a quick reaction to issue To reactivate a stalled project to demonstrate a product,

system, or process To generate new ideas are concepts

Participants – Who to include

Include those with: The relevant knowledge of the subjects to be

discussed. The power to make decisions or give approval The responsibility for implementing the decisions

AND Others whose jobs are affected by the decisions

made And those that represent a group that will be affected

by decisions made at the meeting Brainstorming new ideas does not require the

final decision maker to be in the room Cover items that apply to all participants first,

then break into sub groups or schedule two meetings if many of the topics do not apply to everyone attending.

Setting the Agenda Limit the number of agenda items - 3 to 6 is good Don’t dwell on the past, focus on actions and decisions that will

affect the future Present “opportunities” not problems Allocate ample time – allow time for questions and discussion Include sufficient detail in the agenda so that participants

understand what is to be accomplished and so they can prepare adequately

Assure the first topic unites the group and then handle the most difficult items early in the meeting

Circulate the agenda before hand and invite suggestions What to include:

Title of the meeting Time and location Theme and definition – what is meeting about and what are topics Attendees and identify who will lead the meeting Topics including a brief title and short description of the problem or

goal you hope to achieve.

Beginnings What makes for a positive beginning

Can do attitude No-nonsense agenda An understanding that the meeting will get the job done

What makes for a negative beginning Chairperson arrives late Chairperson not prepared Meeting room not ready Participants arrive late Meetings frequently interrupted for phone messages Participants not ready, fumbling their way through

discussions

Leading meetings The basic rules:

Know the audience Anticipate meeting attitudes and positions Speak the language of the participants Appeal to the interest of the participants Present materials simply and concisely Maintain firm, confident, positive demeanor Speak at a moderate pace Avoid distracting mannerisms Work to stimulate group discussion Consider everyone’s suggestions and opinions Follow the agenda step-by-step and keep participants

aware of it Never allow control of the meeting to slip away

Leading meetings Crystallize main points as the meeting goes on,

and summarize for participants Qualities required:

Knowledge of the subject Presence of mind and ability to think on one’s feet Skills to manage and discipline participants Stage presence

Calm Takes the time to prepare a solid presentation Is careful of appearance

Competence Confidence-by and larger product of competence

Leading meetings More thoughts

Asked open-ended questions-that cannot be answered by yes or no Reinforce those statements made by participants who were on target with

the meetings objectives Redirect questions aimed at the chairperson to others in the group Carefully use relevant examples of your own experience to encourage

group thinking along the same lines Ignore off target remarks, it only reinforces them Restate relevant points of the agenda if discussion veers from the

objective Firmly put down participants who dominate any discussion. “I understand,

see your point. Now let’s hear from someone else on it”. When an “off the track” subject appears important, ask for group opinion

whether it should be added to the agenda now or at a later meeting or date

As the meeting progresses, offer quick summaries: “OK, so far we have determined that…”

Leading meetings Cautions… Avoid:

Resenting a question and showing it. Questions need to be encouraged

Getting into a discussion and monopolizing it Playing the role of the comic. A little humor is welcomed

though. Putting a participant down, especially with a personal remark.

Take a problem participant aside during a break. Allowing an argument to develop between participants.

Beyond a certain point it is essential for you to step in and put the meeting back on the agenda

Being confused, unprepared, or not knowledgeable. Coming unprepared is worse than not coming at all. It is better to postpone the meeting

Leading meetings Opening and closing a meeting

Open with a brief statement of the purpose of the meeting Do not start with a long statement, rambling into the subjects background If background information is required ask participants to provide it. Make

sure those asked ared briefed in advance so they can be prepared Do not present personal opinions

Close with a short summary “from what was said we all feel that…” and ask participants if they agree The purpose is to arrive at a conclusion that is agreed upon and understood

by participants Conclude with:

Actions or decisions. Relate them to be stated meeting objective Review the participant’s expectations for the meeting. Were they met? Clarify what is to happen next, who is to carry it out, and what form the

report, if any, will take If another meeting is required the leader has to mention it at this point Assure the participants that meeting minutes will follow within one to two

days and will include agreed-upon action items

Participating in a meeting The primary responsibility is to contribute Expectations are to find flaws in poor ideas, expand on ideas, and contribute fresh ideas Question the need for your attendance, if you don’t see the reason for participation call

the meeting organizer Do your homework in advance, understand the purpose of the meeting and the agenda

items Speak up-when disagreements arise. Inquire about the other person’s view to make

sure there’s no misunderstanding Emphasis should be on problem solving Do not interrupt the speaker in the middle of a thought to insert a new idea Never surprise the boss. If you have a new proposal to offer be sure to review it with

him or her before the meeting Presenting a new idea:

Think it through before presenting it Present the essential thought in the first sentence or two Show the major benefits and the plus points; and also the weaknesses Show how the benefits outweigh the minuses Be prepared to defend the idea; understand it’s vulnerable points; have answers ready Lay out not only the idea but also possible implementation methods