Make the most of your meetings

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For GSETA 2011 Conference

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  • The points made here are definitely essential to a productive meeting. How useful can a meeting be without a proper agenda to steer the course. We've found meeting management softwares to be very effective at forcing us to plan an agenda (because it's required by the tool) and helping us gather feedback via questions. Our favorite and the one we use the most is http://attentiv.com. Highly recommend!
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Make the most of your meetings

  1. 1. <ul><li>Make the Most of </li></ul><ul><li>Your Meetings </li></ul>
  2. 2. Today we’ll learn more about . . . <ul><li>Purposes and desired outcomes for meetings </li></ul><ul><li>Structuring an agenda </li></ul><ul><li>Who should be involved in meetings </li></ul><ul><li>Meeting roles </li></ul><ul><li>Being an effective meeting participant </li></ul>
  3. 3. Today we’ll learn more about . . . <ul><li>Physical arrangements to help the meeting run more smoothly </li></ul><ul><li>Opening and closing the meeting </li></ul><ul><li>Setting ground rules </li></ul><ul><li>Decision-making methods </li></ul><ul><li>Key meeting-related facilitation skills </li></ul>
  4. 4. <ul><li>Preparation begins with asking these questions: </li></ul><ul><ul><li>Is there a clear purpose for the meeting? </li></ul></ul><ul><ul><li>Should we meet now? </li></ul></ul><ul><ul><li>Is there a better alternative? </li></ul></ul><ul><ul><li>What if the meeting were not held? </li></ul></ul>Purpose and Outcomes for Meetings No Purpose = No Meeting
  5. 5. <ul><ul><li>Information exchange </li></ul></ul><ul><ul><li>Learning </li></ul></ul><ul><ul><li>Creative thinking and generating ideas </li></ul></ul><ul><ul><li>Critical thinking </li></ul></ul><ul><ul><li>Accomplishing tasks </li></ul></ul><ul><ul><li>Building relationships and commitment </li></ul></ul>Reasons for meeting
  6. 6. <ul><li>An action agenda focuses on outcomes: </li></ul><ul><ul><li>To achieve the desired meeting outcome, what must we do during the meeting? </li></ul></ul><ul><ul><li>And how much time will each item realistically require? </li></ul></ul>Agenda structure
  7. 7. <ul><li>Keys to an action agenda: </li></ul><ul><li>Beginning and ending times </li></ul><ul><li>Identify critical outcomes </li></ul><ul><li>Pre-meeting preparation by participants </li></ul><ul><li>List items in order of importance </li></ul><ul><li>Be specific </li></ul><ul><li>Estimate time for each item </li></ul><ul><li>Clearly state actions necessary </li></ul><ul><li>Identify who “owns” each item </li></ul><ul><li>Leave 15 minutes at end for summary and next steps </li></ul>Agenda structure
  8. 8. <ul><li>Consider who: </li></ul><ul><li>Needs the information </li></ul><ul><li>Manages an affected function </li></ul><ul><li>Will be involved later </li></ul><ul><li>Has the facts or information needed </li></ul><ul><li>Is in charge or will have to implement </li></ul><ul><li>Is the decision maker </li></ul>Who should be involved?
  9. 9. <ul><li>Important team roles include: </li></ul><ul><ul><li>Team leader </li></ul></ul><ul><ul><li>Meeting Facilitator </li></ul></ul><ul><ul><li>Scribe </li></ul></ul><ul><ul><li>Timekeeper </li></ul></ul><ul><ul><li>“ Parking Lot” Attendant </li></ul></ul>Meeting roles
  10. 10. <ul><li>Team members can increase meeting effectiveness by: </li></ul><ul><ul><li>Doing Homework. </li></ul></ul><ul><ul><li>Being on Time! </li></ul></ul><ul><ul><li>Participating. </li></ul></ul><ul><ul><li>Taking Notes. </li></ul></ul><ul><ul><li>Helping the Leader or Facilitator. </li></ul></ul><ul><ul><li>Not Being a Problem. </li></ul></ul><ul><ul><li>Being There. </li></ul></ul>Be an effective meeting participant
  11. 11. <ul><li>Physical arrangements to help meetings run smoothly: </li></ul><ul><ul><li>Space </li></ul></ul><ul><ul><li>Equipment </li></ul></ul>Arrangements
  12. 12. <ul><li>Opening meetings: </li></ul><ul><li>Always start on time </li></ul><ul><li>Welcome and thank attendees </li></ul><ul><li>Review agenda </li></ul><ul><li>Clarify roles </li></ul><ul><li>Note use of recorder for minutes </li></ul><ul><li>Model energy and participation </li></ul>Opening and closing the meeting
  13. 13. <ul><li>Closing meetings: </li></ul><ul><li>Always end on time </li></ul><ul><li>Review actions and assignments </li></ul><ul><li>Clarify when minutes and/or actions will be reported back to members </li></ul><ul><li>Leave time to evaluate the meeting </li></ul>Opening and closing the meeting
  14. 14. <ul><li>Ground rules are standards of operating that determine how people conduct their discussions and make their decisions. </li></ul><ul><ul><li>Process Ground Rules </li></ul></ul><ul><ul><li>Behavioral Ground Rules </li></ul></ul>Setting the rules of the game . . .
  15. 15. <ul><li>Decision-Making Procedures: </li></ul><ul><ul><li>Unilateral </li></ul></ul><ul><ul><li>Consultative </li></ul></ul><ul><ul><li>Majority Rules </li></ul></ul><ul><ul><li>Consensus </li></ul></ul><ul><li>Consensus is a decision in which everyone participates and which everyone can live with and support. </li></ul>Decision-Making Procedures
  16. 16. <ul><li>Clearly define the issue. </li></ul><ul><li>Explore the issue. </li></ul><ul><li>Develop guiding principles for the decision. </li></ul><ul><li>Solicit a proposal. </li></ul><ul><li>Refine the proposal. </li></ul><ul><li>Ask for a show of consensus. </li></ul><ul><li>Those who can’t support or have concerns share reasons. </li></ul><ul><li>Supporters have opportunity to address. </li></ul><ul><li>Call for another show of consensus. </li></ul><ul><li>Consensus is reached if all participants support the proposal or can live with it. </li></ul>Facilitating consensus
  17. 17. Facilitator Tools <ul><ul><li>Structured processes often produce better results than unstructured processes. </li></ul></ul><ul><ul><li>There are a variety of facilitator tools you can use . . . </li></ul></ul>
  18. 18. Facilitator Tools <ul><ul><li>Brainstorming -- to bring out the ideas of each individual and present them in an orderly fashion </li></ul></ul><ul><ul><li>Nominal Group Technique --useful for prioritizing a list of issues </li></ul></ul><ul><ul><li>Affinity Diagram --to gather large amounts of data and organize into groupings </li></ul></ul><ul><ul><li>Flowcharting -- to depict the logical steps in a process </li></ul></ul>
  19. 19. Facilitator Tools <ul><ul><li>Cause and Effect Diagram -- helps identify, sort, and display possible causes of a specific problem </li></ul></ul><ul><ul><li>Force Field Analysis -- identifies driving and restraining forces that affect a desired change </li></ul></ul><ul><ul><li>Gantt Chart -- a scheduling method to show order and timeframe of tasks to be performed </li></ul></ul>
  20. 20. <ul><ul><li>Carol Wargo </li></ul></ul><ul><ul><li>Workforce Dimensions </li></ul></ul><ul><ul><li>614-565-5902 </li></ul></ul><ul><ul><li>[email_address] </li></ul></ul>Thank you for your participation!

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