1. Effective Meetings

2. Agenda The importance of effective meetings
The effective-meeting process:
Before meetings (Plan)
During meetings (Do)
After meetings (Review)
A checklist to review meeting effectiveness

3. When Is a Meeting Effective?
A meeting is effective when it achieves its
objectives in a minimum amount of time
to the satisfaction of the participants.

4. Effective meetings are managed events –
The Key Message
Effective meetings are managed events –
they don’t just happen.
As you can tell by the lists we’ve just generated (refer back to lists generated during objectives; page #1), a lot of things that went right occurred because they were planned that way. For those meetings or situations that weren’t effective, how many could either have been avoided or resulted differently had planning occurred ?

5. Steps to an Effective Meeting
Establish the need (why)
Set a clear agenda (what and how)
Arrange logistics (where and when)
Define roles and responsibilities (who)
Pre-position key contributions
Identify and overcome barriers
Plan
Follow the agenda
Record group thinking
Practice good meeting behaviors
Enact meeting roles
Identify next steps
Note benefits and concerns Do
Effective meetings don’t just happen. The leader and facilitator PLAN them carefully, DO (or execute) them skillfully, and REVIEW their results
Evaluate effectiveness
Circulate meeting summary
Follow up on next steps
Incorporate benefits and concerns into next meeting plan
Review

6. Planning
Planning should take the most effort in order to maximize the effectiveness of the meeting.

7. We Participate in all Types of Meetings
Presenting
Facilitating
Lecture/Presentation
20%
80%
Do we really need to meet or can we do this without a meeting?
50%
50%
80%
Discussion/Decision
20%
One-way information sharing meetings, briefings
Project updates, management reviews
Staff meetings, standing committee meetings
Decision-oriented meetings, problem-solving meetings, task force meetings, team meetings, project team meetings, focus groups
Source: How to Lead Work Teams: Facilitation Skills, Fran Rees.

8. Good Reasons to Meet Require the Interaction of Multiple People
To share different perspectives and gain understanding
To brainstorm and further develop ideas
To make decisions
To develop action plans
To explain and clarify complicated information
To achieve consensus
There are, obviously, many good reasons to meet.
To clarify information—to resolve any conflicting opinions on meanings or intentions of decisions or information.
To develop ideas—to utilize resources and backgrounds of those present to develop ideas.
To make decisions—to bring together the necessary parties in order to make a decision.
To delegate work or authority—good forum to get the decision makers or implementators sold on ideas.

9. The Not-So-Good Reasons Why We Meet
Simply because the meeting is being held
Because that’s what teams do
To share risk and avoid responsibility
To share information
To wordsmith mission statements, etc.
To be participatory
To follow up on actions
Because your presence is mandated NO
Refer to introductory exercise that identified “hidden reasons” why we meet
There are many reasons why people have meetings. Some of the “hidden,” not- so-good reasons include:
To avoid work—you can’t be expected to perform other tasks while you’re in a meeting.
To share risk—we can dilute our responsibilities for a decision by saying it was the group’s decision.
To share information—this can be a good reason, but can also be a case when a written document might be better than calling a group together.
To be participatory—a well-run meeting is a great forum for getting group participation and building a sense of team, but recognize that there are many other ways to encourage team participation—you don’t always have to meet to get the team involved.
Because it’s there—meeting for the sake of meeting; “We always meet on Monday.”
Because It’s mandated—staff meetings are a typical example.
What are some of the “hidden” reasons for meetings in this organization? Think about the ones you’ve attended that weren’t really necessary.
Brief open discussion .
Consider Saying “NO”
If there is no good reason to meet, find another way to achieve your objective

10. Seven Basic Steps For Planning a Meeting
Assigning and agreeing roles in advance helps with attendance
1. Decide precisely what you want to accomplish during the meeting – a decision, a plan, alternatives, understanding? 2. Determine who needs to attend and who can be copied on meeting minutes. Plan roles for the attendees in advance. 3. Plan the content of the meeting — the agenda — and the frequency and duration needed. 4. Plan how you will present each part of the agenda for maximum effectiveness. Consider your outcome and determine the methods and environment that best supports it.
I prefer longer meetings that meet less frequently
How will decisions be made? Voting? Consensus?

11. Seven Basic Steps for Planning a Meeting (continued)
5. Plan what you will do after the meeting or between meetings to be effective and to make progress like status updates, teleconferences, sub-teams. 6. Plan how you will evaluate the meeting — as it is taking place and afterward. 7. Reach agreement on meeting agenda, issues, and materials with key participants, sponsors, and resources prior to the meeting in order to proactively set expectations, build commitment, and resolve issues.
Setting up sub-teams and progress status reporting outside meetings saves meeting time for group issues

12. Guidelines for an Effective Agenda
Identify the time, date, place, and participants
Describe your objective
Tell the participants how to prepare
Set time limits on topics
Ensure enough time for a proper discussion
Schedule items in order of importance
Distribute in advance

13. Anticipate and Overcome Barriers
Barriers may include:
Uninformed participants
Uncooperative participants
Lack of authority to accomplish objective
Unresolved conflicts between participants
Solutions may include:
Disseminating information prior to meeting
Proactively working conflicts prior to meeting
Setting a more limited objective
Deciding not to meet

14. Plan Which Materials You Will Need
Before the Meeting . . .
Prepare strawmodel documents for the attendees to review
Gather materials you will need in the meeting
Slides – Flip charts
Handouts – Markers
Tape – Previous meeting’s next steps and minutes
Secure meeting room and equipment
Arrive early enough to make certain the room is prepared before meeting participants arrive
Post ground rules and other relevant materials on walls
Bring drafts of documents to work on like charters, mission statements, etc. Do not start with blank pages. If needed, commission a sub-team to write drafts.

15. Establish Ground Rules with Your Team at the Start
Be on time – within 5 minutes of start
No distractions – phone, blackberry
One meeting, no side conversations
Limit anecdotes
No blaming or cya
Be respectful
Be candid
Everyone gets a turn
Help clean up
Team vynamics – whereby two or three team members vie to dominate the meeting conversation
1. Look for faults in others
2. Lob “grenades”
3. Ramble
4. Come with hidden agendas
5. Allow two meetings at the same time
6. Pass notes
7. Violate time contracts
8. Set up “lose-lose” situations
Ground Rules

16. Doing is easy after all the planning.

17. Meeting Roles: Leader “Owns” the meeting and sets the objectives
Guides the content of the meeting (Are we meeting objectives?)
Determines the participants and assigns roles
Develops the agenda
Provides support, information, and resources
Sets the tone, expectations, and direction
Encourages creativity
Makes decisions or determines how to make decisions
The Team Leader is the person who called the meeting. With the facilitator, the leader sets the objective and establishes the agenda.
The leader also determines who should participate in the meeting—the resources.
The leader may also act as a liaison between this team and other groups; obtaining data, technical expertise, etc.
The leader sets a positive, business-like tone for the meeting and creates an environment that encourages creativity and is conducive to success.
The leader is the final decision maker, not only on the issues discussed in the meeting, but also on the meeting itself. For example, the leader may decide that an agenda item must be deferred because of missing information, etc.
Depending on the leaders background, they may play the role of a resource. They may also act as the meeting facilitator

18. Meeting Roles: Facilitator
Guides and monitors the process of the meeting (Is the meeting running well?)
Makes it “safe” for everyone to participate
Monitors time contract or uses time keeper
Brings team back on-track when needed
Helps headline and clarify ideas
Aids team performance
Provides feedback
The facilitator is the keeper of the process. The person in this role is focused not on the specific content of the meeting (i.e., what is being discussed), but rather on the process of the meeting (i.e., how it is being discussed).
It is often difficult to focus on content and process at the same time. That is why we have a dedicated facilitator when we are working complex or controversial issues.
The facilitator makes it “safe” … he/she makes sure that everyone is allowed to participate, that no idea is discounted, etc.
The facilitator harnesses creativity by stimulating, capturing, and synthesizing ideas.
The facilitator also makes sure the agenda is being followed and the time contracts are met.
When participants get off-track in their discussion, the facilitator brings the group back into focus without shutting down participation.
Facilitators influence the content of the meetings in many ways through developing strawmodels, coaching leaders, assisting resources with their next step assignments, conducting analysis activities while in the meeting. The facilitator's role is a neutral one, focused on process. If however, the facilitator feels that providing content would be value added during the meeting a predetermined role switch indicator ( e.g., physically miming the removal of one hat and replacing with another to show stepping out of facilitator role and into resource role) should be done.
There are many meetings that are relatively straightforward which the team leader will facilitate (staff meetings are an example). Sometimes the team leader will feel that he/she needs to focus on content and will ask a team member to facilitate. Sometimes—when the issue is very complex or controversial, the team leader will request a facilitator to focus on the “process” side of the meeting.

19. Meeting Roles: Scribe
Documents everything noteworthy that occurs during the meeting, not just what was written on flipcharts:
Attendance, date, objectives
Ideas, discussion threads, parking lot items
Outcomes – decisions, next steps
What’s due for next meeting
The facilitator is the keeper of the process. The person in this role is focused not on the specific content of the meeting (i.e., what is being discussed), but rather on the process of the meeting (i.e., how it is being discussed).
It is often difficult to focus on content and process at the same time. That is why we have a dedicated facilitator when we are working complex or controversial issues.
The facilitator makes it “safe” … he/she makes sure that everyone is allowed to participate, that no idea is discounted, etc.
The facilitator harnesses creativity by stimulating, capturing, and synthesizing ideas.
The facilitator also makes sure the agenda is being followed and the time contracts are met.
When participants get off-track in their discussion, the facilitator brings the group back into focus without shutting down participation.
Facilitators influence the content of the meetings in many ways through developing strawmodels, coaching leaders, assisting resources with their next step assignments, conducting analysis activities while in the meeting. The facilitator's role is a neutral one, focused on process. If however, the facilitator feels that providing content would be value added during the meeting a predetermined role switch indicator ( e.g., physically miming the removal of one hat and replacing with another to show stepping out of facilitator role and into resource role) should be done.
There are many meetings that are relatively straightforward which the team leader will facilitate (staff meetings are an example). Sometimes the team leader will feel that he/she needs to focus on content and will ask a team member to facilitate. Sometimes—when the issue is very complex or controversial, the team leader will request a facilitator to focus on the “process” side of the meeting.
The scribe ends up having the most power over the course of the meetings because what is documented is what gets enacted.

20. Meeting Roles: Time Keeper
Monitors time contract
Brings team back on-track when needed
The facilitator is the keeper of the process. The person in this role is focused not on the specific content of the meeting (i.e., what is being discussed), but rather on the process of the meeting (i.e., how it is being discussed).
It is often difficult to focus on content and process at the same time. That is why we have a dedicated facilitator when we are working complex or controversial issues.
The facilitator makes it “safe” … he/she makes sure that everyone is allowed to participate, that no idea is discounted, etc.
The facilitator harnesses creativity by stimulating, capturing, and synthesizing ideas.
The facilitator also makes sure the agenda is being followed and the time contracts are met.
When participants get off-track in their discussion, the facilitator brings the group back into focus without shutting down participation.
Facilitators influence the content of the meetings in many ways through developing strawmodels, coaching leaders, assisting resources with their next step assignments, conducting analysis activities while in the meeting. The facilitator's role is a neutral one, focused on process. If however, the facilitator feels that providing content would be value added during the meeting a predetermined role switch indicator ( e.g., physically miming the removal of one hat and replacing with another to show stepping out of facilitator role and into resource role) should be done.
There are many meetings that are relatively straightforward which the team leader will facilitate (staff meetings are an example). Sometimes the team leader will feel that he/she needs to focus on content and will ask a team member to facilitate. Sometimes—when the issue is very complex or controversial, the team leader will request a facilitator to focus on the “process” side of the meeting.

21. Meeting Roles: Resource
Generates ideas and recommendations
Adheres to the agenda
Practices good meeting behaviors
Enforces ground rules
Completes assigned tasks
Participates actively
Giving everyone a specific role gives them more of a reason to attend and makes your meeting more effective. Consider assigning hats.
While the team leader and facilitator have special responsibilities, the team members, or resources, are also responsible for the success of the meeting.
All team members must:
Contribute their ideas—they are valued resources; that’s why they are in the meeting.
Adhere to the agenda—everyone has a personal responsibility

22. De Bono’s Six Thinking Hats
The White Hat The White Hat calls for information known or needed. The Red Hat The Red Hat signifies feelings, hunches and intuition. The Black Hat The Black Hat is judgment -- the devil's advocate or why something may not work. The Yellow Hat The Yellow Hat symbolizes brightness and optimism and how things could work. The Green Hat The Green Hat focuses on creativity: the possibilities, alternatives and new ideas. The Blue Hat The Blue Hat is used to manage the thinking process.

23. Running the Meeting Allow time for chit chat Review the agenda
Remind team of the ground rules
Remind team of assigned roles
Record open ideas and issues in “parking lot” to be addressed later
Help participants turn ideas, issues, and concerns into action plans/next steps
Manage the agenda and the time
Record next steps and decisions
Summarize the meeting results
Evaluate the meeting before leaving

24. Tips for Improving Meeting Effectiveness
Meeting Do’s
Use headlining approach
Help others headline ideas
Be constructive
Use the “how to” (H2) or I wish I knew …(IWIK) phrases
Listen actively
Paraphrase for understanding
Observe time contract
Use behavior enforcers, e.g. money pot
Build on others’ ideas
Use parking lots
Use multiple note takers
Set up “win-win” situations
Remember, “No idea is a bad idea”
Do benefits before concerns
Rotate roles
Ensure everyone contributes

25. Encourage Participation Through Hooks and Responses
Let me build on that . . .
What I hear you saying . . .
What I like about that . . .
How would we. . .
Help me understand . . .
I wish I knew what . . .
Can you say more about that . . .

26. The Group Memory: Flipchart or LCD Recordings
Helps the group focus
Provides instant record of meeting content
Encourages participation
“Depersonalizes” ideas
Increases sense of accomplishment
Option: verbally idea generate as to why we use flipcharts to record meeting ideas.
You may be uncomfortable with flipcharts initially, but from our experience we can tell you that they really increase meeting effectiveness by:
Serving as a physical focal point which reemphasizes the topic being discussed.
Providing an instant record—no need to record “minutes” separately.
Encouraging participation—ideas are noted and given importance.
“Depersonalizing” ideas—after several ideas have been recorded, any single idea loses the personality of the individual who offered it. This allows the group to focus on content rather than personality.
Increasing the team’s sense of accomplishments—lists, decisions, next steps, etc.—enables team to see a tangible result.
A misperception by many is that the person wielding

27. Leave Time at the End of the Meeting for Feedback
Perform a process pro’s and cons or benefits and concerns:
What went well?
What should we improve for next time?
Perform a content pro’s and cons or benefits and concerns:
How well are we meeting our objectives?
What do we need to do better?
Assign roles for next meeting
If you don’t do this your meetings will never get any better.

28. Reviewing
The only way to improve meeting effectiveness is to evaluate it and determine what to do better.

29. After the Meeting Do Plan Review Review meeting benefits and concerns
Solicit participants’ individual feedback on meeting
Compare notes and prepare and distribute meeting minutes
Follow up on Next Steps via , phone, etc.
Set up sub-teams to work on larger actions
Issue progress reports
Start planning the next meeting Do
Plan
Review

30. A Checklist Can Help Evaluate Meeting Effectiveness
Activity 1. Was an agenda sent out ahead of time with minutes and any pre-reading? 2. Were objectives clear? 3. Were handouts and meeting aides prepared in advance? 4. Was the meeting room set up properly? 5. Did the meeting start on time? 6. Was the agenda followed? 7. Did participants understand what was expected of them during the meeting? 8. Did the meeting end on time? 9. Was there good participation in the meeting? 10. Were meeting roles followed? 11. Was the meeting summarized? 12. Were participants’ problems, concerns, and needs sought? 13. Were decisions made or action items assigned to resolve problems? 14. Were commitments asked for and made and documented? 15. Were follow-up reporting times established? 16. Did meeting leader practice good interpersonal skills: active listening, paraphrasing, and recognizing non-verbals
Yes
_____ _____
_____ No
_____ _____
_____