The greatest time waster in most organizations is ineffective meetings. Yet meetings are important. To be a successful organization, information flow is critical. Additionally "face time" is important to support and perpetuate good relationships and
teamwork.
How do you determine when to have a meeting? Does the calendar dictate it? Do you call a meeting whenever you seem to want it or need it?
There are two reasons to have a meeting: 1) Information flow and 2) Perpetuating relationships of partnership or teamwork. The first is sometimes overlooked or "over killed." It is overlooked when managers assume employees can get the information they need, or should take the initiative to ask for, if they want to know something. It is "overkill" when a manager brings everyone together to discuss or listen to information about everything. Both ends of this spectrum are ineffective and inappropriate.
Individual employees are seldom willing or secure enough to ask for information. Further, an employee does not know what he or she does not know. A manager has a broader perspective and can provide important information an employee isn't even aware about. Further, effective meetings give a manager an opportunity to provide and employee "purpose and context" of his/her work and help the employee feel more a part of the organization. Knowledge of the bigger picture can give an employee team member a sense of "we."
Meeting's objective. When you send invitations to attendees, make sure you put two items:
1. The meeting's objective, and
2. The meeting's agenda
Every meeting should have a clear purpose and expected outcome. Also, everyone who attends a meeting should know before arriving what the purpose of the meeting is and what outcome they will walk away with.
Agenda. The agenda of a meeting is determined by the type of meeting. The labeled "type" of agenda item determines how that item is treated. For example, if an agenda item is one that requires discussion, the outcome of the discussion is stated clearly ("outcomes" like: getting input or opinion, brainstorming, gathering multiple perspectives, etc.) and a time frame associated with the discussion assigned.
Problem Solving. Used when change is needed, or to attack a problem. The "decision maker" or "decision making process" needs to be present and clear so as to solve the problem. State how long the attendees will deal with the problem - Until it is solved? For a specific period of time an if it can't be solved, tabled, delegated, delayed?
Discussion. A group of people discussing an idea or topic stimulating others in the discussion to an ever broadening and meaningful perspective.
Decision Making. To choose from previous or currently developed alternatives. It must include the ultimate decision maker(s).
Planning. Future oriented problem prevention, details about a specific process or plan, or goal setting.
Reporting and Presenting. This can be very effective in making sure everyone hears the same information at the same time. Reporting, however, can often be a misused agenda items at a meeting. Consider whether information could be done one to one or in written form or in advance so as to not waste the time of people who may each have a different pace when it comes to assimilating information.
Feedback or Input. When many people express their opinions or suggestions to one or more individuals about something that has occurred, an event that took place, an idea - anything the attendees could give meaningful feedback or input to. State the purpose and context (why we're talking about this and how it fits into the bigger picture) so as to have meaningful input. A facilitator is helpful to stay on track and a recorder is particularly important. State the time frame as to how long input will be received.
Prior to a meeting, the meeting leader can ensure success by checking on the status of action items from a previous meeting and asking each meeting contributor if he or she needs any preparation support.
Also, prior to the meeting, the meeting leader would prepare any handouts including an agenda to distribute at the meeting. There can be space left on the agenda for last minute items to be added.
Decide on the list of attendees. To state a simple fact: Everyone should attend a meeting that the meeting pertains to. That leads to greater efficiency. However, that needs to be balanced against the logistics (e.g. geography, difficulty in finding a time slot that works for everyone) and diversity of the audience (when you have people with different degrees of expertise, it is hard to tailor conversation to everyone appropriately).
Decide on the meeting format. An efficient meeting is one where there is absolute accountability to the meeting process. Efficient meetings are often run quite rigidly with crisp adherence to the "rules." When the rules are lax, the meeting goes on any number of tangents, clarity is lost, people are commenting (endlessly) or expressing opinion on insignificant topics. Time well spent in a rigidly run, efficient meeting often allows for plenty of time to visit, express opinions, have fun interaction or just enjoy each other's company. Inefficient meetings that are allowed to drag on or deal with meaningless banter, often frustrate the participants and can do damage to the interactions.
A discussion process. Success for the communication of each agenda item that demands interaction can be enhanced if there is a clear process for discussion. The following process helps focus people and be on the same page. Further, it results in "closure" eliminating loose ends.
For each agenda item that needs discussion:
State - briefly state the issue or item of discussion including what type of agenda item it is, it's purpose, and the expected outcome of the item.
Educate - explain the issues that surround that item and the reason for it being on the agenda. Give the purpose and context for the agenda item - the "why" for the "what" and how it fits into a bigger context.
Discuss - within the time parameter assigned, without judgment or limits, openly discuss the item, listening to all input about the subject.
Close - come to closure regarding this agenda item by making a decision or setting a clear next step that involves an accountability trail: "What, by whom, by when?"
The "State" and "Educate" phases of this process are done by the responsible person for the agenda item. The "Discuss" portion is lead by the responsible person engaging in discussion with all of the participants. The "Close" portion is done by the person responsible or accountable for the agenda item. It may be the "Close" is done by a vote or a person with authority "calls the play." In any case, the process allows for the agenda item to be clearly prepped, include broad input and participation, then creates closure - never leaving loose ends.
Every item in every meeting must clearly find it's reason for existence and it's "end" or "next step" closure.
Follow-up. An effective meeting has clear follow up. At the end of the meeting, the leader would summarize all of the action items - any "to do" - illuminating the contract of expectations: What? By whom? By When?
Sometimes the meeting leader is not the person in the company directly accountable for the action item or for the person performing the action item. In those cases it is especially important to determine the accountability trail. Who is doing the action, who is the person performing the action item accountable to. What resources, if any, does the person need to implement the action item. Part of the follow up is to notify other party's not present about items one of their subordinates is doing.
Another aspect of follow up is for the meeting leader to prepare and disseminate meeting minutes to the participants, including members who could not attend.
Meeting management checklist
Pre Meeting:
Prepare a meeting agenda
Decide on attendees
Determine an appropriate date, time and place to hold the meeting
Schedule space and arrange for the room setup and supplies
Invite attendees informing them of the meeting's date and time, place, duration, objective and agenda.
Prepare formal agenda including agenda types
Prepare handouts if necessary
Obtain, arrange for or schedule any supplies, equipment or refreshments needed
At the meeting:
State purpose of the meeting and review time frame for the entire meeting
Preview the agenda including type and person responsible
Assign supportive roles if necessary (timekeeper, recorder and facilitator)
Call for any additions to the agenda
Determine who is not at the meeting and ask for volunteer "partners" to connect with the absentee
Follow the agenda items using the following Discussion Process (State, Educate, Discuss, Close)
Reviewing any action items and clarifying accountability trails
Post meeting:
Disseminate meeting minutes to all members including absentees
Notify accountability person(s) about their subordinate(s) who are responsible for certain action items
Ineffective meetings may result in significant losses of time. You will help your
business become more successful if you follow the best practices for meetings. Additionally "face time" will help support and promote good relationships and
teamwork
