Running Effective Meetings Overview

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Information about Running Effective Meetings Overview
Business & Mgmt

Published on February 23, 2009

Author: rgunhold

Source: slideshare.net

Description

All you need to run an effective meeting in your organization.

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 have to 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

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

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

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

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.

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.

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

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

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

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…”

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

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

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

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

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