1. Effective Meeting Management
Florida Atlantic University
NGR 6725
Alexis Price

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3. Purposes to call a meeting
Forum to disseminate information
Good for a large number of people
Introducing new policies or practices
Gather information
Brainstorm
Work as a team
Identify issues
Plan
Identify viable solutions
Problem-solve
Spread motivation and inspiration
Team building
Team buy-in and increased compliance
When you allow the teams to identify issues and develop solutions then you will have team buy-in which is important for compliance and carrying out projects effectively.

4. Eagle’s eye view of key components of an effective meeting
Agenda
Prescriber
Participates
Comfortable meeting space
Enough seating
Conveniently located
Ambiance and room temperature
Consider providing auditory and visual modalities to display information for different types of learners.
Send a meeting reminder a day before meeting to eliminate forgetfulness

5. Agenda All productive meetings will have an agenda.
Important to carry out the order of business
Keeps the meetings moving forward
All participates should know purpose of the meetings and the desired outcomes.
Agenda should answer who, what, when, where and why.
Allocated a specific time for each agenda item.
Arrange items in a logical sequence.
Circulate in advance and give participates enough time to contribute to the items they would like on the agenda

6. Agenda Call to order Approval of previous minutes Standing reports
Unfinished business
New business
Announcements
Adjournments
“There being no further business to come before this group, this meeting is adjourned”

7. Prescriber/facilitator/chair
Responsible for keeping the meeting on time
Should review the purpose of meeting
Express desired outcomes
Established ground rules for participation and behavior.
Sets the tone and should create an environment of, “openness and safety”.
Provide positive reinforcement for good behavior
Information giver
Clarifier
Expresser
Ignore or confront dysfunctional behavior
Blocker
Attention seeker
Monopolizer

8. Skillful communication from the facilitator or chair
Communicates points clearly
Remains emotionally intelligent and aware
Does not shout
Is respectful
Takes notes to keep tract of thoughts
Is aware of non-verbal communication ques from meeting participates.
Eye contact
Sifting in chairs
Distraction
Does a round-robin to allow all participates to contribute.
Wraps up with, “to-do” items to avoid confusion.

9. Participates Ensure you invite the right people to the meeting
Invite those whom the meeting or the outcomes of the meeting can effect.
Invite those that can provide added value
Content experts
Ensure everyone knows the organizational role of all meeting participates
Introductions are vital
Creates an environment of teambuilding and trust

10. After the meeting
Distribute and summary and/or meeting minutes to participates and others who may have interest in the proceedings.
Obtain approval of meeting minutes and make corrections as appropriate.
Clearly display who is responsible for action items and define the next report-out.
As meeting organizer be aware of unsuccessful meetings and change the process as needed
Meetings can be costly and effectiveness should always be evaluated.
“All those in favor say, aye. Those opposed say, No. The ayes have it and the motion carries”

11. Different meetings types
When planning meetings, being respectful of time is integral.
Consider items such as
Timing of meetings
Participates drive time
Suspension of their usual duties
In healthcare; ensuring staff are not taken away from patient care
Consider meeting types such as
Phone conference
Webinar
Recording

12. Alternatives to meetings
Think outside of the box; do you really need to call a meeting?
Do you need to call it right away?
Send out alternative communications to illicit initial thought process and begin preliminary work.
Memos
Phone call
Beginning communications on a topic before a meeting is called will give participates times to gather their own thoughts and do any needed research or leg work so the meeting’s benefit can be maximized.
Consider alternatives to meetings and allow staff to give feedback if they would prefer alternative communication forum or meetings types.
Planning and participating and meetings can be costly, ensure time is not wasted and resources are utilized appropritaly.

13. Robert’s Rule of Order
First published in 1876 by U.S. Army Major Henry Martyn Robert.
There have been 11 editions since then with the latest published in 2011.
Can be used in informal and formal meetings but often reserved for formal meetings. Variations of Robert’s Rules of Order may be used in informal meetings.
Provides common rules and procedures for deliberation and debate
Democratic approach to a productive meeting with respect for all and promotes effective utilization of time.
All voices can be heard through motions and procedures
Silence means consent

14. Elements of a successful meeting
Every item on agenda is addressed
Disposed of by adoption
Defeat (Kibosh)
Referral to another committee
Postponed
Cost effective
Not wasteful of time or resources
Foster’s change, team building and disseminates information effectively.

15. How to ensure an ineffective meeting
Invite the wrong people
No preparation
No agenda
Not timed appropriately
Allowed to go beyond meeting time frame
No clear understanding of roles or action items
Allow disruptive behavior
Hurt feelings and be judgmental
Pressure policy change without adequate information
Monopolize the meeting
Use the meeting as social hour
Spend an entire hour complaining
These are things, that when done can ensure an ineffective meeting. Ask yourself if these behaviors are occurring at your next meeting.

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17. References
Bundley, J (2005). Order, order: presiding through a productive meeting. Chart, Journal of Illinois Nursing, 102 (3), 12. Kennedy, B (1997) Introduction to robert’s rules of order retrieved from Martin, V (2000). How to manage meetings. Nursing Management. 7 (8) Wachs, J (1992). Information management: facilitating an effective meeting. American Association of Occupational Health Nurses, 40 (6),