Content: • Characteristics of effective meetings • Goals of the meeting • Chair • Agenda and meeting minutes • Format • Place, atmosphere, room set up • Time • People and group dynamics • Tools for running the effective meeting • Analysis and Follow up • To do checklist: before, during &after the meeting
Every day 83 million people attend 11.5 million meetings
Meetings Are NOT Good For: • Updates: If the flow of information is one way, send an email instead. • Getting slackers on track: Berating or embarrassing people in front of their peers doesn't improve motivation, and it wastes everyone else's time. Haveaone-on-oneconversationinstead. • Getting everyone on your page: If there's disagreement about a project, approach team members individually and find out what they need to move forward. In a group setting, they might gang up on you. • Whipping up enthusiasm: Motivation is a daily management challenge, not a one-time fix. If your team is losing steam, find out why in private conversations and address each person's issues separately.
CHARACTERISTICS OF NEGATIVE MEETINGS • 83% -- Drifting off the subject • 77% -- Poor preparation • 74% -- Questionable effectiveness • 68% -- Lack of listening • 62% -- Verbosity of participants • 60% -- Length • 51% -- Lack of participation
CHARACTERISTICS OFEFFECTIVE MEETINGS • 88% -- allow all attendees to participate • 66% -- define a meeting’s purpose • 62% -- address each item on the agenda • 59% -- assign follow up action • 47% -- record discussion • 46% -- invite only essential personnel • 36% -- write an agenda w/time frames
BEFOR THE MEETING: PREPARATION • Define the purpose of the meeting and the outcomes • Choose the appropriate format and atmosphere to meet the goal • Define who is going to be the Chair & the Minutes keeper • Do the Timing in advance – first things first!!! • Determine who should be there - people • Develop an agenda • Distribute the agenda prior to the meeting • Inform participants of any necessary preparation • Reserve a room, appropriate equipment • Decide on appropriate set up
Format of the meeting • Change presentation style • Change standard meeting location • Establish a “parking lot” • Make meetings playful • Start meeting with an icebreaker • Hold a stand up meeting
INFORMATION AGENDA NCLUDES: • Meeting date, time, location • General information - with short explanation to those specific points • Agenda/minutes approvals what will be discussed and decided • Information needed and who is responsible for • Agenda items with background/goals • Summary/ Assignments • Timing (importance, not urgency) • Order (logical sequences)
WHY IS AN AGENDA IMPORTANT?? • Prepares chairman • Prepares attendees • Creates an interest • Clearly defines objectives • Provides a valuable organizational tool
LOGISTICS TO CHECK • Provide electronic copy of agenda to Chair • Ensure copies are available at the meeting • Is the room set properly • Audio visual • Number of seats
ROLE OF THE CHAIRMAN • Open and close the meeting • Clarify the goals/contract with the team about the expected outcome and process • Recognize attendees who wish to speak • Remain neutral • Summarize discussion and future action • Maintain order and keep timing
Role of the Participant • Speak your mind freely. • Don't fight over the ownership of ideas. • Listen thoughtfully and critically to others. • Don't monopolise the discussion • Don't let the discussion go away from you • Take part in friendly disagreement. • Come to meetings with questions in mind. • Strike while the idea is hot. • Be action-minded: • Try to develop in yourself the art of listening
DURING THE MEETING • Communication: Group dynamics • Tools for running the effective meeting
CONDUCTING MEETINGS • Start on time • Review the agenda/obtain agreement on the meetings objectives and goals, revise agenda if necessary • Volunteer or assign minutes taker (if appropriate) • Summarize, assign and agree on responsibilities and establish target dates for completion • End on time • HAVE SOME FUN!!
IMPROVE YOUR ABILITY TO DEAL WITH DIFFICULT MEMBERS • Listen, but do not debate • Talk privately with members who continually exhibit disruptive behaviors • Turn negative behaviors into positive contributions • Encourage the group to share the responsibility for handling difficult members • Don’t take it personally • Try different strategies, small groups/pairs
Coming in late Argumentative Side Conversation Reward and thank those who were there on time. Keep temper in check and model for group. Find some merit in points made. Speak in private. Avoid sarcasm. Restate last comment made. Explain to group the need to hear information. Disruptive Behavior
Losing Focus Griper Won’t Talk Implement “parking lot” for divergent ideas. Restate purpose of discussion. Point out what can and can’t be changed. Ask group for ideas on how to best operate. Examine what motivates them. Ask for their opinion. Disruptive Behavior II
NON-VERBAL LISTENING SKILLS • Good eye contact- Indicates your interest in what people are saying • Body positioning- Expresses your attitude and energy • -Too casual may indicate lack of commitment • -Folded arms and closed body positioning may leave impression • that you are inflexible • Facial expressions- Can say more than words. Watch how you affirm or react to comments that are made • Silence- Allow for it!
Exercise for the Chair • To call attention to a point that has not been considered: • To question the strength of an argument: • To get back to causes • To question the source of information or arguments: • To suggest that no new information is being added: • To call attention to the difficulty or complexity of the problem: • To register steps of agreement (or disagreement): • To bring the generalising speaker down to earth: • To handle the impatient, cure-all member: " • To suggest that personalities be avoided: • To suggest that some are talking too much: • To suggest the value of compromise: • To suggest that the group may be prejudiced: • To draw the timid, but informed member into the discussion • To handle a question, the leader can't answer: • To encourage a speaker to address the whole group, not just the leader: • To cut off a speaker who is too long‑winded: " • To take the play away from a verbose member: " • To help the member who has difficulty expressing himself: • To encourage further questions by friendly comment • To break up a heated argument:
CLOSING A MEETING • State conclusions reached • Summarize assignments • Give staff manager next meeting requirements
AFTER THE MEETING • Analysis of the meeting • Meeting minutes • actions and discussions that took place are fresh in the writer’s mind • committee members may rely on receipt of minutes before they implement promised actions • Communication • send electronic version of minutes to the staff manager • Follow up on agreed points
PREPARING MINUTES Follow the format of the meeting agenda and include: • The title, date/location of meeting, and time called to order • an accurate summary of the decisions and conclusions reached • the assignments that were made • the follow-up action required • time of adjournment and notice of the next meeting date, time and location
THANK YOU • Thank you for your time and attention • Do GREAT things!