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Best Practices for Running More Effective Meetings
The document outlines best practices for effective meetings, emphasizing the importance of setting goals, managing phases, and keeping participants engaged. It identifies common pitfalls in meetings and offers solutions, such as establishing clear agendas and roles, and incorporating feedback for continuous improvement. The ultimate goal is to transform meetings from mere formalities into productive sessions that reinforce company culture and drive results.
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Best Practices for Running More Effective Meetings
- 1. May 17th, 2016 LessPain More Gain: Best Practices for More Effective Meetings
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- 3. 3 How many of youfeel like this?
- 4. 4 11 million yearly 61.8monthly 50% waste of time Facts About Meetings
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- 6. 6 This SlideShare Covers… The GOAL: Meetings That Produce Results Every Time 1. Use Foundation Tools to Set the Stage for Success. 2. Proactively Manage the Three Meeting Phases. 3. Keep Participants Engaged and Accountable.
- 7. 7 Why Have Meetings? •In a business world that is faster, tougher, leaner and more downsized than ever, more work becomes team work and that increases the demand for meetings. • More and more companies are team-based and in team based companies most work gets done in meetings.
- 8. 8 Meetings Reflect theCompany’s Culture What do your meetings say about your company’s culture?
- 9. 9 How do meetingsimpact your company? • Meetings are the most universal and – and universally despised part of business life. • William R. Daniel, senior consultant at American Consulting and Training of Mill Valley, California is adamant about the real stakes: bad meetings make bad companies. • “Meetings matter because that’s where an organization’s culture perpetuates Itself,” he says. “Meetings are how an organization says, ‘You are a member,’ Bad meetings are a source of negative messages about our company and ourselves.”
- 10. 10 Seven Sins ofDeadly Meetings Identified by Fast Company: #1: People don’t take meetings seriously. Solution: Adopt Intel’s mind-set that meetings are real work. #2: Meetings are too long. Solution: Time is money. Track the cost of your meetings. Meetings should last no longer than 90 minutes. #3: People wander off the topic. Solution: Get serious about agendas and store distractions in a “parking lot.”
- 11. 11 Seven Sins ofDeadly Meetings #4: Nothing happens once the meeting ends. Solution: Convert from “meeting” to “doing.” #5: People don’t tell the truth. Solution: Embrace anonymity. Work on building trust. #6: Missing information that is important for decision making. Solution: Get data into meeting rooms. Plan and prepare.
- 12. 12 Seven Sins ofDeadly Meetings #7: Meetings never get better. Solution: Practice makes perfect. Monitor what works and what doesn’t. Take feedback seriously. Tip: Good meetings aren’t just about work, they are about fun – keeping people charged up.
- 13. 13 The Three Phases ProactivelyManage The Three Phases of a Meeting Before During After 1 2 3
- 14. 14 Sample Meeting Agenda Topic/OutcomeWho Action/Process Time 1. Determine the Theme for Team Conference Sam & Louise Decision on Theme/ Brainstorm, Nominal Voting 30 min 2. 3. 4. Tip: Send out 48 hours before the meeting
- 15. 15 Manage the ThreePhases Conducting the Meeting During 2
- 16. 16 Roles – TheWho Facilitator/Leader Meeting Participants Visual Scribe Summary Presenter Time Keeper (optional) Tip: Rotate Roles
- 17. 17 Roles – TheWho Having clearly defined and assigned roles in meetings contribute to its effectiveness. When roles are not clarified and there is confusion about roles things do not get done or they risk getting done poorly. There is the tendency for some project managers to do it all – let people share the ownership of meeting it is great for engagement and eliciting participation.
- 18. 18 Set the Stagefor Success Use Foundation Tools
- 19. 19 The Three FoundationTools 1. Goals, Roles and Process 2. Agenda with Time Frames 3. Ground Rules
- 20. 20 Tip: Make surepeople know each other, their roles, and reasons for participating. Establish a Comfort Zone
- 21. 21 Closing the Meeting Recap and clarify actions to be taken (what, who, when). Summarize results of meeting, including agreements and decisions made. Thank people and reinforce positive contributions.
- 22. 22 Manage the ThreePhases After the Meeting After 3
- 23. 23 After the Meeting Prepare and distribute meeting notes. Take actions agreed to. Monitor results, follow up as needed. Use feedback/evaluation to improve next meeting.
- 24. 24 After the Meeting Templatefor meeting notes: Date, time, location of the meeting Names of members and guests List of key outcomes List of key outcomes and decisions Action items: what, who, when Links to or attachments of relevant documents Next meeting date, time, and location Tip: Send out within 24 hrs.
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- 26. 26 Three Meeting Processes 1.Decision Making 2. Problem Solving 3. Managing Conflict
- 27. 27 Facilitation Skills andBehaviors What works?
- 28. 28 Prevention techniques areused before or during team meetings which prevent the team from getting off track with respect to either content or process. Prevention Techniques
- 29. 29 Prevention Techniques GRP Agenda Ground Rules
- 30. 30 Intervention techniques areused to maintain and regain focus when the meeting or team members start to go off track. Intervention Techniques
- 31. 31 Intervention Techniques Types ofintervention: Boomerang Say what’s going on Enforce process agreements Accept/legitimize/deal with or defer Use body language Use humor
- 32. 32 How would yourate your meetings on a scale of 1-10? (10 being the best). 1……2……3……4……5……6……7……8……9……10 What will you do to improve the quality of your meetings? Meeting Quality Evaluation
- 33. 33 Keep Participants Engagedand Accountable Purpose, Direction and Meaning – People need from their leaders a sense of purpose, direction, and meaning. – They need to understand the connection between their individual and team contribution and their organization’s vision, purpose and goals. Trust – People need to trust their leaders, their capacity to do their job, their competence. – They need to believe that their leaders will stand by them when the going gets tough. – They need to feel their leaders care about them and empathize with them. Optimism – People need optimism and hope from their leaders, a belief that through their combined efforts they can create new realities and overcome any obstacle. Action and Results – People need leaders who share their knowledge and expertise, are willing to make difficult decisions, have a bias toward action, and the ability to get results.
- 34. 34 The Goal Meetings ThatProduce Results Every Time 1. Use Foundation Tools to Set the Stage for Success. 2. Proactively Manage the Three Meeting Phases. 3. Keep Participants Engaged and Accountable.
Editor's Notes
- #4 Richard Collard, senior manager of network operations at Federal Express is simply exasperated: “We just meet and meet and meet and we never seem to do anything.” Meetings are the most universal – and universally despised – part of business life. 11 million meetings occur in the US daily. Most professionals attend 61.8 meetings monthly and 50% of meetings are considered a waste of time.
- #8 In a business world that is faster, tougher, leaner and more downsized than ever, more work becomes team work and that increases the demand for meetings. More and more companies are team-based and in team based Companies most work gets done in meetings.
- #9 Meetings are the most universal and – and universally despised part of Business life. William R. Daniesl , senior consultant at American Consulting and Training of Mill Valley, California is adamant about the real stakes: bad meetings make Bad companies. “Meetings matter because that’s where an organization’s culture perpetuates Itself,” he says. “Meetings are how an organization says, ‘You are a member,’ Bad meetings are a source of negative messages about our company and ourselves.”
- #10 In a business world that is faster, tougher, leaner and more downsized than ever, more work becomes team work and that increases the demand for meetings. More and more companies are team-based and in team based Companies most work gets done in meetings.
- #14 What if we can change this ? We need to – meetings matter because that is where an organization’s culture perpetuates itself, meetings are the vehicle we Use to really connect and collaborate. Today the business world is faster, tougher , leaner and more downsized than ever, the sheer demands of competition , not to mention the impact of e-mail and groupware) the need for meetings is not decreasing it is increasing. As more work becomes team work and fewer People remain to do the work that exists, the number of meetings are increasing rather than decreasing. More and more companies are team- based and as team-based companies most work gets done in meetings.
- #17 Having clearly defined and assigned roles in meetings contribute to its effectiveness. When roles are not clarified and there is confusion about role sometimes things do not get done or done poorly. How many of you clearly define roles ? One way of developing accountability and participation is to rotate role, There is the tendency for some project managers to do it all – let people share the ownership of meeting it is great for engagement and eliciting participation.
- #18 Having clearly defined and assigned roles in meetings contribute to its effectiveness. When roles are not clarified and there is confusion about role sometimes things do not get done or done poorly. How many of you clearly define roles ? One way of developing accountability and participation is to rotate role, There is the tendency for some project managers to do it all – let people share the ownership of meeting it is great for engagement and eliciting participation.
- #19 We are going to start with the best practice of using foundation tools – the foundation you set is critical to the success of your meeting.
- #33 Purpose, Direction and Meaning People need from their leaders a sense of purpose, direction, and meaning. They need to understand the connection between their individual and team contribution and their organization’s vision, purpose and goals. Trust People need to trust their leaders, their capacity to do their job, their competence. They need to believe that their leaders will stand by them when the going gets tough. They need to feel their leaders care about them and empathize with them. Optimism People need optimism and hope from their leaders, a belief that through their combined efforts they can create new realities and overcome any obstacle. Action and Results People need leaders who share their knowledge and expertise, are willing to make difficult decisions, have a bias toward action, and the ability to get results.