The document provides guidance on managing meetings effectively. It recommends preparing for meetings by clarifying objectives, involving the right people, and providing an agenda in advance. During meetings, the purpose should be stated and an action plan confirmed. The document also discusses the roles a meeting leader may take and provides checklists for planning and evaluating meetings. Tips are given for delegating tasks and identifying personal goals.

1. MANAGING MEETINGS
Presentation
by
M.S.S.Varadan
Chairman
Om Consultants (India) Pvt. Ltd.
C O N S U L T A N T S
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2. A GUIDE TO EFFECTIVE MEETINGS
Be Prepared
• Make sure that your meetings are necessary
• Clarify every meeting’s objective
• Involve the right people
• Provide an agenda in advance
• Sound out key participation in advance
• Insist that people be prepared
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3. A GUIDE TO EFFECTIVE MEETINGS
(CONTD..)
During the Meeting
• State the meeting’s purpose
Meeting Planner’s Checklist
• End with confirmation and an action plan
Meeting Leaders Wear Many Hats
• Gatekeeper
• Devil’s advocate
• Consensus builder
• Cheerleader
• Joker
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4. MEETING PLANNER’S CHECKLIST
Have You? Yes No
1 Identified the purpose of the meeting?
2 Identified the objectives of the meeting?
3 Selected the participants and identified
roles?
4 Identified the decision-making process
(e.g., group leader, attendees, another
manager)?
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5. MEETING PLANNER’S CHECKLIST
(CONTD..)
Have You? Yes No
5 Decided where and when to hold the
meeting and confirmed availability of
the space?
6 Identified and confirmed availability of
any needed equipment?
7 Notified participants of when and
where?
8 Developed a preliminary agenda with
purpose and objectives?
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6. MEETING PLANNER’S CHECKLIST
(CONTD..)
Have You? Yes No
9 Sent preliminary agenda to key participants and
other stakeholders to sound them out in advance?
10 Finalized the agenda and distributed it to all
participants?
11 Sent by reports or items needing preparation to
participants?
12 Verified that all key people will attend?
13 Prepared yourself (e.g., handouts, overheads, etc.)?
Source : Harvard ManageMentor® on Running a Meeting, adapted with permission.
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7. TIPS FOR DELEGATING
EFFECTIVELY
• Recognize the capabilities of your staff.
• Focus on results. Let go of any urge to dictate how
tasks should be accomplished
• Use delegation on develop the skills of your staff
or to position people favorably with senior
management
• Delegate to the lowest possible level.
• Explain assignments clearly, and provide the
resources needed for successful completion.
• Provide feedback to your staff and support them
through their mistakes
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8. IDENTIFY & PRIORITIZE YOUR
PERSONAL GOALS
• Articulate critical and enabling goals.
• Prioritize those goals and break them into tasks.
• Use a daily log to understand how you currently
spend your time and the extent to which
unimportant activity crowds out the things that
really matter to you.
• Schedule priority tasks, leaving enough time
open for unanticipated situations and
opportunities.
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9. SCHEDULE EVALUATION
CHECKLIST
Question Yes No
Are you completing the tasks you set for the
week?
If no, action strategies to implement:
Are you making progress on achieving your
goals?
If no, perhaps you are scheduling too many
activities. Review the activities on your
schedule and eliminate any that do not support
your top-priority goals. Activities to eliminate:
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10. SCHEDULE EVALUATION
CHECKLIST (CONTD..)
Question Ye No
s
Do you feel better prepared and focused?
If no, action strategies to implement :
Was there an impact for not doing some tasks?
If yes, action strategies to implement next time:
Are you avoiding time wasters?
If no, look for other solutions by asking colleagues
how they deal with this issue. Maybe your initial
strategies were unrealistic, but can be modified.
Other solutions:
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11. SCHEDULE EVALUATION
CHECKLIST (CONTD..)
Question Ye No
s
Is this a schedule you can keep up?
If no, action strategies to implement:
What sources of support (including peer or
supervisory support) can you enlist to help
manage your schedule?
Source : Harvard ManageMentor® on Time Management, adapted with
permission.
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