2 Content: Characteristics of effective meetings Goals of the meeting ChairAgenda and meeting minutesFormatPlace, atmosphere, room set upTimePeople and group dynamicsTools for running the effective meetingAnalysis and Follow upTo do checklist: before, during &after the meeting
12 Meetings Are NOT Good For: Updates: If the flow of information is one way, send an instead.Getting slackers on track: Berating or embarrassing people in front of their peers doesn't improve motivation, and it wastes everyone else's time. Have a one-on-one conversation instead.Getting everyone on your page: If there's disagreement about a project, approach team members individually and find out what they need to move forward. In a group setting, they might gang up on you.Whipping up enthusiasm: Motivation is a daily management challenge, not a one-time fix. If your team is losing steam, find out why in private conversations and address each person's issues separately.
13 CHARACTERISTICS OF NEGATIVE MEETINGS 83% -- Drifting off the subject77% -- Poor preparation74% -- Questionable effectiveness68% -- Lack of listening62% -- Verbosity of participants60% -- Length51% -- Lack of participation
14 CHARACTERISTICS OF EFFECTIVE MEETINGS 88% -- allow all attendees to participate66% -- define a meeting’s purpose62% -- address each item on the agenda59% -- assign follow up action47% -- record discussion46% -- invite only essential personnel36% -- write an agenda w/time frames
15 BEFOR THE MEETING: PREPARATION Define the purpose of the meeting and the outcomesChoose the appropriate format and atmosphere to meet the goalDefine who is going to be the Chair & the Minutes keeperDo the Timing in advance – first things first!!!Determine who should be there - peopleDevelop an agendaDistribute the agenda prior to the meetingInform participants of any necessary preparationReserve a room, appropriate equipmentDecide on appropriate set up
17 Format of the meeting Change presentation style Change standard meeting locationEstablish a “parking lot”Make meetings playfulStart meeting with an icebreakerHold a stand up meeting
18 INFORMATION AGENDA NCLUDES: Meeting date, time, locationGeneral information - with short explanation to those specific pointsAgenda/minutes approvals what will be discussed and decidedInformation needed and who is responsible forAgenda items with background/goalsSummary/ AssignmentsTiming (importance, not urgency)Order (logical sequences)
19 WHY IS AN AGENDA IMPORTANT?? Prepares chairmanPrepares attendeesCreates an interestClearly defines objectivesProvides a valuable organizational tool
20 LOGISTICS TO CHECK Provide electronic copy of agenda to Chair Ensure copies are available at the meetingIs the room set properlyAudio visualNumber of seats
21 ROLE OF THE CHAIRMAN Open and close the meeting Clarify the goals/contract with the team about the expected outcome and processRecognize attendees who wish to speakRemain neutralSummarize discussion and future actionMaintain order and keep timing
22 Role of the Participant Speak your mind freely.Don't fight over the ownership of ideas.Listen thoughtfully and critically to others.Don't monopolise the discussionDon't let the discussion go away from youTake part in friendly disagreement.Come to meetings with questions in mind.Strike while the idea is hot.Be action-minded:Try to develop in yourself the art of listening
23 DURING THE MEETING Communication: Group dynamics Tools for running the effective meeting
24 CONDUCTING MEETINGS Start on time Review the agenda/obtain agreement on the meetings objectives and goals, revise agenda if necessaryVolunteer or assign minutes taker (if appropriate)Summarize, assign and agree on responsibilities and establish target dates for completionEnd on timeHAVE SOME FUN!!
25 IMPROVE YOUR ABILITY TO DEAL WITH DIFFICULT MEMBERS Listen, but do not debateTalk privately with members who continually exhibit disruptive behaviorsTurn negative behaviors into positive contributionsEncourage the group to share the responsibility for handling difficult membersDon’t take it personallyTry different strategies, small groups/pairs
26 Disruptive Behavior Coming in late Argumentative Side Conversation Reward and thank those who were there on time.Keep temper in check and model for group. Find some merit in points made. Speak in private.Avoid sarcasm. Restate last comment made. Explain to group the need to hear information.
27 Disruptive Behavior II Losing FocusGriperWon’t TalkImplement “parking lot” for divergent ideas. Restate purpose of discussion.Point out what can and can’t be changed. Ask group for ideas on how to best operate.Examine what motivates them. Ask for their opinion.
28 NON-VERBAL LISTENING SKILLS Good eye contact- Indicates your interest in what people are sayingBody positioning- Expresses your attitude and energy-Too casual may indicate lack of commitment-Folded arms and closed body positioning may leave impressionthat you are inflexibleFacial expressions- Can say more than words. Watch how you affirm or react to comments that are madeSilence- Allow for it!
29 Exercise for the ChairTo call attention to a point that has not been considered:To question the strength of an argument:To get back to causesTo question the source of information or arguments:To suggest that no new information is being added:To call attention to the difficulty or complexity of the problem:To register steps of agreement (or disagreement):To bring the generalising speaker down to earth:To handle the impatient, cure-all member: "To suggest that personalities be avoided:To suggest that some are talking too much:To suggest the value of compromise:To suggest that the group may be prejudiced:To draw the timid, but informed member into the discussionTo handle a question, the leader can't answer:To encourage a speaker to address the whole group, not just the leader:To cut off a speaker who is too long‑winded: "To take the play away from a verbose member: "To help the member who has difficulty expressing himself:To encourage further questions by friendly commentTo break up a heated argument:
30 CLOSING A MEETING State conclusions reached Summarize assignments Give staff manager next meeting requirements
31 AFTER THE MEETING Analysis of the meeting Meeting minutes actions and discussions that took place are fresh in the writer’s mindcommittee members may rely on receipt of minutes before they implement promised actionsCommunicationsend electronic version of minutes to the staff managerFollow up on agreed points
32 PREPARING MINUTESFollow the format of the meeting agenda and include:The title, date/location of meeting, and time called to orderan accurate summary of the decisions and conclusions reachedthe assignments that were madethe follow-up action requiredtime of adjournment and notice of the next meeting date, time and location
33 THANK YOUThank you for your time and attentionDo GREAT things!