1. Effective Meetings
Solving the riddle

2. Preliminary Thoughts Who likes a meeting…
Without a clearly defined agenda
That seems to drag-on forever
That rambles from topic-to-topic
That ends without any apparent result?
These types of meetings are
Frustrating
A waste of one of the most valuable resources of any organization – time.
Have you ever attended a meeting that did not have a clearly defined agenda, seemed to drag-on forever, rambled from topic-to-topic, and ended without any apparent result? We have all experienced this type of meeting and have come to abhor them. They can be tremendously frustrating to those who attend and can waste one of the most valuable resources of any organization – time.
Some psychologists and students of human nature believe that meetings satisfy a tribal
gathering instinct deeply ingrained in the human psyche.
Others believe they add a social dimension, giving employees and members a sense of belonging to the organization.
In any regard, meetings are a fact of life and in many cases necessary. However, ill
prepared and ineffective meetings do not need to be the norm.
Some psychologists and students of human nature believe that meetings satisfy a tribal gathering instinct deeply ingrained in the human psyche.

3. Meeting Management
Many people are promoted, elevated, or elected into leadership positions without receiving any formal training or education on how to run an effective meeting.
Seniority
Number of Meetings
Much of the content of this presentation is common sense
… however …
we have all sat through meetings where we have asked:
why am I here?
what is the purpose of this meeting?
what was the outcome of that meeting?

4. Meeting problem solutions
Which three are most common in meetings you attend? On the next slide, brainstorm a solution for each and at your next meeting, use your solutions
For example…
Meeting problem 1: No agenda or plan
Solution: Even if you are not officially leading the meeting, develop a general outline of what you expect for and from the meeting. Share it at the beginning of the meeting. “My understanding is that…, is that correct?”

5. Meeting problem solutions
Which three problems are most common in meetings you attend? Brainstorm solutions:
Meeting problem 1:
Solution:
Meeting problem 2:
Meeting problem 3:

6. Why Effective Meetings?
Opportunity Costs
A one-hour meeting with 2 managers and 4 employees:
Manager: $150/hour – $300
Employees: $60/hour – $240.00
Total – $540.00
Every time you call a meeting, you are allocating one of your most
critical resources: time.
Consider a one-hour meeting with 2 managers and 4 engineers in a for-profit
environment:
manager: $100.00/hour – $200.00
engineers: $ /hour – $240.00
Total – $440.00
In a not-for-profit or professional society environment, volunteers do not want
their time wasted – ineffective meetings account for a significant proportion of
the discontent in volunteer organizations.
Also consider Opportunity Costs.

7. Why have a meeting? Take a few moments to jot down your thoughts below
What are some purposes meetings can address? ____________________________________________________________________________________________________________________________________________________

8. Ineffective Meetings Characteristics of negative meetings†:
83% – drift from the subject
77% – poor preparation
74% – questionable effectiveness
68% – lack of listening
62% – verbose participants
60% – length
51% – lack of participation
Every day 83 million people attend 11.5 million meetings.
† From Achieving Effective Meetings – Not Easy But Possible, Bradford D. Smart in a survey of 635 executives.

9. Effective Meetings What people are looking for in effective meetings‡:
88% – participation
66% – well defined meeting purpose
62% – address each item on the agenda
59% – assign follow-up action
47% – record discussion
46% – invite essential personnel
36% – publish an agenda
‡ From GM Consultants, Pittsburgh, PA 1993

10. Meeting purpose Good reasons for meetings include:
To share information
To receive information/opinions
To solve problems
To make decisions
To accomplish tasks
Think of the last meeting you attended. What was it’s purpose? For example, the purpose of a weekly status meeting is to give information.

11. Is a meeting necessary?
A meeting is not always the most effective way to communicate. Before planning, scheduling, or accepting an invitation to a meeting, ask these questions:
Why are we calling people together?
Is a meeting the most effective/efficient means?
Would a memo/ /call suffice?
Is there a need/desire for group interaction?
What would happen if we didn’t meet?

12. To meet or not to meet…
Take a few moments to jot down your thoughts. Would you call a group meeting to:
Announce a change in dress code
Provide a project update
Provide regular work team status
Introduce a new employee
Reconcile differences in a work team
Get feedback on a new proposal

13. To meet or not to meet…
Announce a change in dress code – a memo/ can announce the change, a meeting would be useful to answer questions and gain acceptance
Provide a project update – pure status reports can be sent as memos or s, meetings allow for questions and problems solving if necessary
Provide regular work team status – pure status reports can be sent as memos or s
Introduce a new employee – one-on-one is best
Reconcile differences in a work team – a meeting is important so all voices can be heard and fairness is ensured
Get feedback on a new proposal – a group meeting may foster brainstorming. Individual meetings are important ensure you hear from those who may be intimidated in larger settings

14. It’s all part of the plan
These problems fall into categories that align with four basic dimensions of the meeting plan:
Purpose
Preparation
Process
Participation

15. Common planning problems
Purpose:
No clear or shared objectives
Meeting not necessary
Process:
No agenda or plan
Getting off the subject
Habitual late starts
No record keeping
Meeting too long
No clear decision-making method
Preparation:
Poor preparation on part of participants and leader
Wrong people present, right people absent
Participation:
Poor participation on part of participants and leader
Interruptions
Hidden agendas

16. Types of Meetings With agenda, rules of procedure, minutes or
Formal or Informal
With agenda, rules of procedure, minutes or
Casual and relaxed - structure but nothing written
Planning
To prepare or evaluate a plan
To seek information
Reporting
Progress to date
Providing information or status reporting
Administrative
Regular Staff Meetings
Monthly Executive Committee Meetings
Decision Making
Brainstorming
Combinations

17. Before the Meeting Define the purpose of the meeting.
Consider an Ice Breaker
Identify the participants.
Every invitee should be identified
Prepare an agenda in advance of the meeting.
Communicate the intent of each agenda item using labels such as (A) Action,
(I) Information, (V) Vote.
Identify estimate of time allocated to the agenda item.
Assign responsibilities for agenda items and communicate to those responsible.
Publish the agenda and identify background information to be reviewed.
Plan for breaks – lunch, coffee, etc.

18. Meeting Etiquette
It is always astonishing that professionals poised to attend a meeting enter a conference room empty handed and sometimes empty headed. Here is a list of things you might want to consider bringing to your next meeting.
If a printed agenda of the meeting was distributed prior to the start time, bring that agenda with you.
Bring a paper and pen.
If you are being asked to contribute to the meeting, bring supporting documents and be sure there are enough copies for everyone in the room.
Bring fresh ideas and/or opinions after reading any materials provided prior to the meeting. The reason those materials were passed out before the meeting was to ensure everyone was equally informed when the meeting starts. Don’t try to scan the material during the meeting.

19. Meeting Etiquette
If you are invited to a meeting and cannot attend, alert the person in charge of the meeting and tell him/her if you are sending a substitute.
Latecomers should slip in, be seated, and catch up with what they missed after the meeting.
Most meetings should be kept to an hour. Longer than an hour leads to brain numbness and a lack of energy in the room. If the topic is too broad and an hour isn’t enough, schedule a follow-up meeting.
If it is a brainstorming meeting, invite interaction. Encourage lively discussions. Keep track of all ideas on a large board so everyone can see what has been brought up.
Before adjourning the meeting, clarify any decisions that have been made and any assignments that were given. No one should leave the room unclear of assignments or expectations.
Never underestimate the power of a blueberry muffin and a great cup of coffee at a morning meeting. Food can sometimes make the atmosphere more relaxed, which may encourage more positive communication and interaction.  

20. International Meetings
When chairing an international business meeting it is always advisable to bear in mind the attendees’ cultures and backgrounds.
Time
Not all cultures live by the clock.
Hierarchy
The hierarchical nature of a culture can have a impact on the input given by participants in an international meeting. To offer a criticism of the manager’s idea would be seen as a loss of face for both the manager and the criticizer.
The Purpose of Meetings
Western meetings generally run to a tight schedule with an organized, pre-planned agenda. Meetings are for business. On the other hand, different cultures may see the meeting as the arena for building personal relationships and strengthening bonds.

21. International Meetings
Multi-Cultural Meetings
A major mistake made when dealing with diverse cultures is to suggest that those of similar backgrounds or workgroups be seated together.
Alternative Communication Methods in Meetings
Prior to the meeting, members some questions regarding the forthcoming topics. Give them open-ended questions as to their opinions. Ask them to back their replies which can then be used to instigate their contribution in the meeting.
Always Confirm Meanings in Meetings
Where potential problems may exist as to interpretation always simplify meanings. If the meeting will deal with complex language or concepts consider forming a consensus on the meaning all participants will be comfortable with, then circulating them in advance of the meeting for review.

22. How to Deal with Disruptive Members
Members who are vocally dominant
Redirect discussion to other members
"We all recognize your expertise in this area, but let’s hear from some others in case some new ideas emerge.“
"John has made his opinion clear; does anyone else have something they would like to add?"
Members who are negative
Probe the negativity to validate concerns
If behavior persists, consider speaking off-line or excluding them from future meetings
“Let’s not shoot down this idea prematurely; let’s give it some time for evaluation."

23. Additional Thoughts Don’t Read to the Group
Place more emphasis on processing information, than on giving information
A meeting is a place to discuss an issue to assure agreement or full understanding.
Everyone contributes to a meeting’s success.
Everyone must do their part.
When possible, make sure the right people are at the meeting.
If the material covered is not relevant to some people, arrange to have them excused from that portion of the meeting.
Make sure all meeting participants understand their responsibilities
Allow time for processing and group development
Checking off agenda items in a rapid-fire process is not always productive. It may move the meeting along more quickly, but may leave you wondering ‘what happened?’ when it’s over.
Don’t Read to the Group. Within your organization, place more emphasis on processing information, than on giving information at your meetings. A meeting is not the place to read a memo, but instead it’s a place to discuss an issue to assure agreement or full understanding.
Everyone contributes to a meeting’s success. It’s not just the facilitator/chairperson who is responsible for a good meeting, everyone must do their part. When possible, make sure the right people are at the meeting. If the material covered is not relevant to some people, arrange to have them excused from that portion of the meeting. Also make sure all meeting participants understand their responsibilities

24. Final Thoughts Praise! Praise! Praise!
Praise people twice as much as you criticize.
Never let any good deed or action go unheralded in the group.
Say thank you publicly at every meeting.
Recognize the value of peoples’ contributions at the beginning or within the meeting.
Plan. Plan. Plan.
Meeting design is the #1 mechanism for effective meetings.
For each agenda item, make sure the group is clear about the goals, processes, and functions.
Praise! Praise! Praise! Praise people twice as much as your criticize. Never let any good deed or action go unheralded in the group. Say thank you publicly at every meeting. Recognize the value of peoples contributions at the beginning or within the meeting. It’s cheap psychology, and it works wonders. One of the best ways to boost group morale and keep it high, is to notice peoples work and praise it regularly.
Plan. Plan. Plan. Meeting design is the Number 1 mechanism for effective meetings. For each agenda item, make sure the group is clear about the goals, processes, and functions.
Never, Never, Never attempt to compose, draft, or edit a report or document in committee!

25. References
H. C. Wedgewood, “Fewer Camels, More Horses: Where Committees Go Wrong,” Personnel, Vol. 44, No. 4, July-Aug 1967.
A. Jay, “How to Run a Meeting,” Harvard Business Review, March-April 1976, pp
Sadler and Tucker, Common Ground, South Melbourne, Macmillan, 1981.
Pearce, Figgens & Golen, Principles of Communication, New York, John Wiley & Sons, 1984.
B. L. Shoop, “How to run an Effective Meeting,” Focal Point, Optical Society of America, October Reprinted in IEEE CrossTalk, Vol. XXXIV, No. 8, January 1998.