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Meetings!Meetings!

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IntroductionIntroduction Professional communicationsProfessional communications

• One-on-oneOne-on-one

• E-mailE-mail

• PhonePhone

• Memoranda and lettersMemoranda and letters

• MeetingsMeetings

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Asked why they find meetings Asked why they find meetings unproductive or frustrating, people unproductive or frustrating, people typically make comments such as:typically make comments such as:

““With such short notice, people came half-prepared at With such short notice, people came half-prepared at best.”best.”

““Some of the participants didn’t know why they were Some of the participants didn’t know why they were there.”there.”

““Nobody was clear on what the objective was.”Nobody was clear on what the objective was.” We didn’t know we were supposed to bring reports or We didn’t know we were supposed to bring reports or

materials.”materials.” ““After the meeting, no one knew what we were After the meeting, no one knew what we were

supposed to do next.”supposed to do next.”

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Most meetings are disorganized and Most meetings are disorganized and unproductive. Poorly plannedunproductive. Poorly plannedand poorly executed meetingsand poorly executed meetings

often result in:often result in:

Too much time spent in meetings,Too much time spent in meetings, Mixed messages among participants,Mixed messages among participants, Unclear goals and strategies,Unclear goals and strategies, Random list of things to be done, andRandom list of things to be done, and Often lead to additional time-consuming Often lead to additional time-consuming

meetings.meetings.

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Productive meetings are essential Productive meetings are essential and can result in:and can result in:

An identity for a group or work teamAn identity for a group or work team A forum for feedback to participants on A forum for feedback to participants on

progress toward an objectiveprogress toward an objective An opportunity to generate creative An opportunity to generate creative

alternatives and solutionsalternatives and solutions Commitment to group decisionsCommitment to group decisions Collaborative spirit and common visionCollaborative spirit and common vision

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Productive meetings are more likely Productive meetings are more likely if there is a structureif there is a structure

to ensure people come togetherto ensure people come togetherwith the same ideas about:with the same ideas about:

What is going to happen,What is going to happen, When it is going to happen,When it is going to happen, Where it is going to happen,Where it is going to happen, How it is going to happen,How it is going to happen, Who is supposed to make it happen?Who is supposed to make it happen?

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4 Roles – 3 Stages 4 Roles – 3 Stages

4 Roles – 3 Stages4 Roles – 3 Stages

4 Roles – 3 Stages4 Roles – 3 Stages

4 Roles – 3 Stages4 Roles – 3 Stages

4 Roles – 3 Stages4 Roles – 3 StagesMeetings!Meetings!Meetings!Meetings!Meetings!Meetings!Meetings!Meetings!Meetings!Meetings!

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““Four Roles”Four Roles”

1. Leader1. Leader

2. Facilitator2. Facilitator

3. Recorder3. Recorder

4. Participants4. Participants

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1. Leader1. Leader

Establishes meeting objectives Establishes meeting objectives and plansand plans

Provides overall direction of the Provides overall direction of the meetingmeeting

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2. Facilitator2. Facilitator

Manages how people work Manages how people work together in the meetingtogether in the meeting

Helps clear up conflicts and solve Helps clear up conflicts and solve problemsproblems

Keeps meeting moving alongKeeps meeting moving along

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3. Recorder3. Recorder

Keeps track of vital information Keeps track of vital information and makes it visualand makes it visual

Ensures information is accurateEnsures information is accurate Distributes information among Distributes information among

participantsparticipants

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4. Participants4. Participants

Generate ideasGenerate ideas Analyze informationAnalyze information Make decisions and Make decisions and

recommendationsrecommendations Implement action plansImplement action plans

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““Three Stages”Three Stages”

1. Planning1. Planning

2. Conducting2. Conducting

3. Evaluating3. Evaluating

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1. Planning1. Planning

Important planning, preparation Important planning, preparation and legwork is needed before and legwork is needed before participants enter the meeting participants enter the meeting roomroom

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2. Conducting2. Conducting

The teamwork necessary to The teamwork necessary to ensure participants generate ideas, ensure participants generate ideas, make decisions, and ask questions make decisions, and ask questions as needed to accomplish the as needed to accomplish the meeting objectives.meeting objectives.

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3. Evaluating3. Evaluating

An analysis of meeting process An analysis of meeting process and results to seek opportunities and results to seek opportunities for improved approaches to for improved approaches to effective meetingseffective meetings

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Stage 1. Planning the meetingStage 1. Planning the meeting

Includes planning, preparation Includes planning, preparation and legwork before participants and legwork before participants enter the meeting roomenter the meeting room

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Determines why the meeting is necessaryDetermines why the meeting is necessary

Determines the type of meetingDetermines the type of meeting

Chooses a facilitator and recorderChooses a facilitator and recorder

Clarifies participant roles and responsibilitiesClarifies participant roles and responsibilities

Schedules the meetingSchedules the meeting

Prepares the most important tool – THE AGENDAPrepares the most important tool – THE AGENDA

The Leader plays the most important roleThe Leader plays the most important role

Information to participants

Feedback from participants

Team building to initiate a new project

Problem solving by participants

Decision-making

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The agenda is critical because the leader, The agenda is critical because the leader, facilitator, recorder and participants all facilitator, recorder and participants all rely on it.rely on it.

The agenda must cover the big picture and The agenda must cover the big picture and provide information so participants provide information so participants understand their roles and to show what understand their roles and to show what has to be accomplished and in what order has to be accomplished and in what order it will be accomplished.it will be accomplished.

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Five steps to plan an agendaFive steps to plan an agenda

Step 1. Establish objectivesStep 1. Establish objectives Articulate the desired outcome like a Articulate the desired outcome like a

decision or action or assignment of decision or action or assignment of responsibility (responsibility (not a process, like not a process, like discussiondiscussion).).

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Step 2. Confirm logisticsStep 2. Confirm logistics

When, where, who will arrange?When, where, who will arrange? What materials participants should review What materials participants should review

and/or bring to the meeting?and/or bring to the meeting? Room, seating, lighting, ventilation, Room, seating, lighting, ventilation,

audio/visualaudio/visual Handouts, pencil, paper, parkingHandouts, pencil, paper, parking RefreshmentsRefreshments People on standby for support problemsPeople on standby for support problems

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Step 3. Determine who should attendStep 3. Determine who should attend

Those directly affected by meeting Those directly affected by meeting objectivesobjectives

Subject matter expertsSubject matter experts Key decision-makersKey decision-makers

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Step 4. Assign facilitator and recorderStep 4. Assign facilitator and recorder Assign these roles before agenda is sent Assign these roles before agenda is sent

outout

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To enable everyone to properly prepare for the To enable everyone to properly prepare for the meeting and to focus on reaching the objective on timemeeting and to focus on reaching the objective on time

Order of agenda can be by importance, urgency, Order of agenda can be by importance, urgency, potential for conflict, or logical order. There is no potential for conflict, or logical order. There is no magic recipe, but good principles include:magic recipe, but good principles include:

• Start with most important items (while group Start with most important items (while group energy is high)energy is high)

• Handle short, urgent items first (so they are not Handle short, urgent items first (so they are not crowded out)crowded out)

• Concentrate on fewer, more important itemsConcentrate on fewer, more important items

Step 5. Build action section of the agendaStep 5. Build action section of the agenda

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A complete agenda includes:A complete agenda includes:

Meeting objective, time, location, attendeesMeeting objective, time, location, attendees Each agenda itemEach agenda item The action or process to be used to “tackle” each The action or process to be used to “tackle” each

item (e.g. discussion, presentation, brainstorming)item (e.g. discussion, presentation, brainstorming) Amount of time allotted for each itemAmount of time allotted for each item Person responsible or who “has the floor” for each Person responsible or who “has the floor” for each

itemitem

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Stage 2. Conducting the meetingStage 2. Conducting the meeting

To ensure participants generate To ensure participants generate ideas, make decisions, and ask ideas, make decisions, and ask questions as needed to accomplish questions as needed to accomplish the meeting objectives.the meeting objectives.

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a. Leader (Dr. Substance)a. Leader (Dr. Substance)

Starts the meeting on timeStarts the meeting on time Clarifies rolesClarifies roles Establishes ground rules and guidelinesEstablishes ground rules and guidelines Participates as group memberParticipates as group member Follows the agendaFollows the agenda Retains power to stop what is happening and Retains power to stop what is happening and

change the formatchange the format Pushes for accountabilityPushes for accountability Summarizes key decisions and actionsSummarizes key decisions and actions

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b. Facilitator (Dr. Process)b. Facilitator (Dr. Process)

Focuses the group on the same issueFocuses the group on the same issue Ensures everyone participatesEnsures everyone participates Regulates discussion trafficRegulates discussion traffic Monitors time spent on each agenda itemMonitors time spent on each agenda item Suggest alternate methods and processesSuggest alternate methods and processes Protects people and ideas from attackProtects people and ideas from attack Deals with problem peopleDeals with problem people Retains neutral during disagreementRetains neutral during disagreement

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Common facilitator problems:Common facilitator problems:

• Side conversationsSide conversations

• Quiet/shy participantsQuiet/shy participants

• Overly talkative participantsOverly talkative participants

• Overly disagreeable participantsOverly disagreeable participants

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c. Recorder (Dr. Record)c. Recorder (Dr. Record)

Ensure appropriate information is Ensure appropriate information is recordedrecorded

Capture ideas visually without editing or Capture ideas visually without editing or paraphrasingparaphrasing

Help leader and facilitator keep track of Help leader and facilitator keep track of informationinformation

Produce meeting minutesProduce meeting minutes

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d. Participants (Dr. Results)d. Participants (Dr. Results)

Know the purpose of the meeting in ahead of timeKnow the purpose of the meeting in ahead of time Confirm attendanceConfirm attendance Prepare for meeting by reviewing appropriate Prepare for meeting by reviewing appropriate

informationinformation Attend meeting on timeAttend meeting on time Bring appropriate resources for reference during the Bring appropriate resources for reference during the

meetingmeeting Support established ground rules and meeting guidelinesSupport established ground rules and meeting guidelines Keep an open mind and avoid premature judgementsKeep an open mind and avoid premature judgements Help facilitator eliminate distractions and encourage Help facilitator eliminate distractions and encourage

active involvementactive involvement Share useful ideasShare useful ideas Help ensure group consensusHelp ensure group consensus

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Stage 3. Evaluating the meetingStage 3. Evaluating the meeting

Analysis of meeting process and resultsAnalysis of meeting process and results

Seek opportunities for future changes Seek opportunities for future changes and improvements in meeting techniquesand improvements in meeting techniques

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Options range from very formal to informalOptions range from very formal to informal

• Formal survey of participants (1-5 scale)Formal survey of participants (1-5 scale)

• Open ended survey of participantsOpen ended survey of participants

• Poll among key meeting participantsPoll among key meeting participants

• Leader self-evaluationLeader self-evaluation

• Informal discussionInformal discussion

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Recommended ReadingRecommended Reading

Meetings That WorkMeetings That WorkRichard Y. ChangRichard Y. Chang

Kevin R. KehoeKevin R. Kehoe