2 A committee is a body that keeps minutes and wastes hours Meetings often contain at least one moron that inevitably gets his turn to waste everyone’s time with nonsense.A committee is a body that keeps minutes and wastes hoursMeetings procreate. One meeting leads to another meeting leads to another…Fried, Jason, and David H. Hansson. "REWORK: The New Business Book from 37signals." 37signals: Web-based Collaboration Apps for Small Business. 37signals, 6 Feb Web. 14 Feb <http://37signals.com/rework/>.
3 Fact:Research shows that the average individual in our society today will sit through 9,000 hours of meetings in their lifetime! That is over 365 days spent in meetings – not to mention the thousands and sometimes millions of dollars spent on meetings.
4 About Me 13 Years at MCW Administrative role Spent roughly1,820 hours in meetings over the last year…which means in the 13 years at MCW spent 23,660 hours in meetingsSo much time in meetings…block off two hours every day just to NOT be in meetingsTruly believe in the power of meetings...good and bad.
5 Do you dread going to meetings? Take a moment to recall your last team meeting:What does it look and feel like?How well does your team function?Who always talks and who never talks?How does the group make decisions?Are team members accountable for their contributions to the team?Works Cited: Pigeon, Ed.D, Yvette, and Omar Khan, MD. "Leadership Lesson - Tools for Effective Team Meetings." AAMC. AAMC, 6 Feb Web. 13 Feb <http://www.aamc.org>.
6 Problem with meetings Boring Ineffective/Time Wasting Lack conflictIneffective/Time WastingLack appropriate context or structureLack of focusForget what is at stakeIf there isn’t much at stake, don’t meet!essential for engagementTry to take care of everything in one meeting
7 Five Concepts for Leading Effective Meetings 1. Set the stage-Why do I care/What is at stake?2. Mine for conflict-actively engage all viewpoints3. Don’t wait for consensus-get all ideas out-then LEAD4. Drive to Conclusion5. Everyone supports/takes action/is accountable
8 Planning and Preparing your Meeting “Perhaps the most important time you will spend in a meeting is the time you spend before the meeting even starts…”
9 Setting the Stage Determine the Purpose To develop your purpose for the meeting ask yourself the following questions:What is at stake?Why am I holding the meeting?What do I want to achieve at the meeting?What do I want to achieve after the meeting?Tip: Before you begin to move forward with planning your meeting – decide whether or not a meeting is the best way to accomplish your meeting purpose.
10 Prepare a Meeting PlanDetermining a meeting type will help simplify your planning processMeet to solve a problemMake decisionsGather to share informationHear a presentationBrainstorm ideas
11 Information from Patrick Lencioni’s Book, Death by Meeting The Four meetingsMeeting TypeTime RequiredPurpose and FormatKeys to SuccessDaily Check-in5 minutesShare daily schedules and activitiesDon’t sit downKeep it administrativeDon’t cancel even when some people cannot be thereWeekly Tactical45-90 minutesReview weekly activities and metrics, and resolve tactical obstacles and issuesDon’t set agenda until after initial reportingPostpone strategic discussionsMonthly Strategic2-4 hoursDiscuss, analyze, brainstorm, and decide upon critical issues affecting long-term successLimit to one or two topicsPrepare and do researchEngage in good conflictQuarterly Off-site Review1-2 daysReview strategy, industry trends, competitive landscape, key personnel, & team developmentGet out of officeFocus on work; limit social activitiesDon’t over structure or overburden the scheduleInformation from Patrick Lencioni’s Book, Death by Meeting
12 Define: Content & Process Refers to how the meeting proceeds, how the group works together to accomplish task(s), and to build and maintain cohesivenessCONTENTRefers to what is talked about at the meeting, the agenda topics, decisions, information, opinions, etc.
13 Identify Meeting participants To determine who should attend follow these guidelines:Invite those with relevant information or expertiseInvite those who will make the final decisionInvite people who are affected by or will carry out a decisionConsider inviting anyone who might significantly prevent or interfere with the implementation of a decisionInvite individuals with higher functional responsibilityTip: Invite as few people as possible while still being inclusive. This varies based on the purpose and intent of the meeting.
14 Identify group roles Leader Timekeeper Note Taker Chart Person Responsible for managing the meetingTimekeeperKeeps time and lets participants knowwhen it is time to move to the next agenda itemNote TakerKeeps written record of proceedingsChart PersonWrites important points of discussion and lists of ideas.NavigatorKeep group on track
15 Prepare the Agenda Agenda: Very simply “Things to be done” Sequence: Arrange your agenda with the most important items first and least important last in case time runs outTiming: Assign realistic times to each item, this will determine how long the meeting will last and will enable you to figure out if you have too much on the agenda
16 Effective Agendas Include: Meeting Purpose-What is at stake?Meeting Logistics (Date, Time, Roles, Participants)Agenda ItemsTimesAssignments (Report out, etc. )“Every minute you avoid spending in a meeting is a minute you can get real work done instead”
17 Communicating to Participants Includes: What is at stake?Who? When? Where?LogisticsMeeting AgendaAny special instructions regarding participant preparation
18 Tip: Leaders should not be the only person coming to the meeting prepared. Therefore, providing information ahead of time will increase the chances of better productivity during your meeting.
19 Summary: Setting the Stage Create a statement of Purpose/OutcomesAsk yourself “What do I want the purpose of this meeting to be and what are the potential outcomes?Prepare a Meeting PlanDetermine Meeting TypeDefine Content & ProcessIdentify Meeting Participants/Group RolesDetermine Meeting LogisticsPrepare the AgendaCommunicate with ParticipantsAll these should take place before meeting starts!
21 Lead, Lead, LeadWhen you lead a meeting, you are a leader and all leadership principles apply:Provide structureEncourage participationBe decisiveHold participants accountable
22 Start FastStarting on Time – Communicate the seriousness of starting on time. Wasting people’s time equals less time working on other projectsStay Focused – Do not allow for other work to be doneTip: Arrange the meeting room that supports dialogue and better communication.Request that cell phones, laptops, iPads not be used during the meetings, i.e. for checking s
23 First meeting: Utilize Introductory Activities Set aside 5-15 minutes for introductory items to help get the meeting started.Welcome & IntroductionsMeeting PurposeProcessGround RulesMeeting Agenda“Parking Lot”
24 It’s your job to encourage everyone’s full participation Mine for ConflictGoals:Keep the Meeting FocusedEncourage Full ParticipationAttend to the PaceHandle Counterproductive BehaviorIt’s your job to encourage everyone’s full participation
25 Ways to mine for conflict Directly Solicit Input from EveryoneAsk Open-ended QuestionsActively Listen to Others, Be Attentive to Body LanguageReinforce and Acknowledge Positive ParticipationAsk for Concrete ExamplesBe SupportiveTip: Always maintain control. Don’t forget you are the Leader. Don’t allow another participant to take that role from you.
26 Handle counterproductive behaviors Six Behaviors That May Cause Problems:Overly TalkativeDefinitely WrongHighly ArgumentativeObstinateSide ConversationsWon’t Talk
27 Bored: around interest by asking their opinion Tips on how to handleOverly TalkativeWhen they pause for a breath take that time to thank them for input, refocus attention on subject, and move on.Definitely WrongNever embarrass the individual. Say you may not have heard them correctly and ask them to rephrase the comment.Highly ArgumentativeStay calm! Try to find merit in point and then move on. May also seek group’s opinion. If necessary ask to speak privately.ObstinateThrow out issues/ideas for open group discussion. Ask group if they “agree or disagree”.Side ConversationCasually walk to and stand beside the side conversation. Ask one of the parties an easy question or restate your last point and ask for their opinion. Pause and wait for them to notice.Won’t TalkBored: around interest by asking their opinionUninvolved: Engage person seated next to them, then gradually shift focus to draw them inShy or Insecure: Support with sincere compliment after first time opening up
28 Drive to ConclusionOften we walk away from a meeting feeling that nothing is accomplished. Follow these steps below to help create closure to the meeting:Summarize what has been accomplishedCompare the accomplishments with the desired outcomesIdentify unfinished agenda items and determine ways to address them
29 Get buy-in and Accountability Complete an action plan – who will do what and when?Summarize Action ItemsDelegate follow up responsibilities
30 Distributing MinutesMinutes should be handed out to everyone attending the meetingGive direction to participants to review the minutes and action itemsIf these are ongoing meetings, the minutes become the start of the next agenda
31 Summary Remember to: Be a LEADer Start Fast Mine for Conflict Drive to ConclusionHold everyone accountable
32 Effective Meetings Produce Results “The clock represents our commitments, appointments, schedules, goals and activities – what we do with and how we manage our time. The compass represents our vision, values, principles, mission, conscience, direction – what we feel is important and how we lead our lives. The struggle comes when we sense a gap between the clock and the compass – when what we do doesn’t contribute to what is most important in our lives.” – Stephen Covey
33 Meeting resourcesBest-selling author Patrick Lencioni provides readers with another powerful and thought-provoking book, this one centered around a cure for the most painful yet underestimated problem of modern business: bad meetings. And what he suggests is both simple and revolutionary.Information and research gathered for this presentation was from Patrick Lencioni’s book, “Death by Meeting”
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