Clint Maun, CSP
The primary reason for conducting meetings should be to improve productivity and increase teamwork in an organization. A major question then should be, "Is there a better way of doing things or accomplishing these tasks?"
Here are our suggestions for achieving the greatest results from meetings:
- Have a definite reason (outcome) for every meeting.
- Develop and distribute agendas in advance of the meeting.
- Question every item on the agenda regarding its appropriateness for group deliberation.
- Structure the agenda for productivity:
- Format
- information
- action
- discussion
- review/follow-up
- reports
- Time allowed - each item should have a specific time allotted and STICK TO IT!
- Expected results
- Responsibility
- Format
- Be sure participants know the purpose of the meeting in time to prepare.
- Schedule meetings as the last thing before the end of the shift or before lunch. This way they are sure to end on time.
- Start on time regardless of late arrivals.
- Do not reward tardiness. Indicate in the record of the meeting those arriving late. Reinforce positive performance of those punctual.
- Experiment with stand up meetings. Meetings without chairs force expediency.
- Experiment with regular meetings to determine necessity. Skip one or cut its time in half. If things function normally without it, try reducing their frequency.
- Keep group size small to foster effective communication.
- Who NEEDS to be there?
- Who NEEDS NOT to be there?
- Train members in effective group skills.
- Active listening
- Summarizing
- Paraphrasing
- Accountability
- Follow-up on agenda item
- Eliminate or control interruptions.
- Reduce or limit coffee breaks
- If visitors are allowed, require appropriate decorum
- Hold all phone calls - DEFINE WHAT AN EMERGENCY IS!
- Don't spend time bringing late arrivals "up to speed". This is their penalty for being late
- If a member must leave early, have them indicate to the chair in advance and quietly leave without excusing themselves to every member
- Keep to the agenda, don't allow members to "get off the subject"
- Control time wasters such as:
- Reading out loud during meetings what is written
- Passing out papers
- Not announcing time limits
- Not making the purpose clear
- Allowing the wrong people to attend
- Lack of follow-up on previous decisions
- Not keeping minutes
- Not assigning accountability
- Same old "tired" formats
- Excessive "one way" communication
- No evaluation of meeting productivity
- Same person always in charge
- Inadequate physical facilities
- Unplanned seating arrangements
- Take turn speeches
- Wrong time allocations for most important items
- Prior planning which does not allow adequate preparation
- "Hidden agendas" of various group members
- Ego needs of leaders calling for regular, routine and monotonous meetings
- Wandering from agenda by "bird walking" on side issues
- Always appoint a recorder to take down discussion points and discussion needs.
- Deal appropriately with "problem members".
- Overly talkative, show-off, eager beaver or just plain gabby:
Cut across his/her talk with a summarizing statement and direct a question to someone else. - Highly argumentative, combative personality, professional heckler or upset by emotional problem:
Try to find merit in one of his/her points and get agreement on it; then, move on to get his/her cooperation for future meetings. - Quick-helpful, has right answers but keeps others out:
Cut across him/her tactfully by questioning others. Suggest, "let's get several opinions", use him/her to summarize. Be sure he/she understands that you appreciate his/her help. - Rambler, talks about everything except subject or gets lost:
When he/she stops for a breath, thank him/her, rephrase one of his/her statements and move on. Ask direct questions of others. Indicate in a friendly manner that he/she is off the topic. - Side conversationalist, talk may be related but is distracting:
Pause and let others listen, it may be pertinent. Call him/her by name, then draw him/her into the discussion by asking for his/her opinion. Ask by direct question if he/she has something to add to the general discussion. - Poor voice or choice of words, voice not clear, can’t find right words, ideas may be good but can't convey them;
Repeat the ideas in your own words, but say "let me repeat that," rather than "What you mean is..". Protect him/her from ridicule. - Obstinate, won't budge, is prejudiced or may simply not see the point:
Try to get others to help him/her see the point. If time is short, tell him/her frankly that it is necessary to get on with the meeting. - Griper, pet peever, professional griper, BMG or may have legitimate complaint:
Tell him/her the problem is how best to operate under the present system. Direct attention to topic of discussion. Indicate pressure of time. MAKE THEM OFFER A SOLUTION! - Wrong subject or off the beam:
Direct attention to topic of discussion. You might say "something I said may have thrown you off the subject, but the question we are considering now is..". - Definitely wrong, completely off the beam:
Say, "that's one way of looking at it," and go on. Ask additional questions such as "Would we be able to reconcile that with...?" but don't embarrass him/her. - Personality clash, a clash between two or more members:
Emphasize points of agreement as much as possible. Cut across with direct question of topic. Bring a sound member into the discussion. - Superior attitude, not disposed to help, attitude is "I had to find out the hard way, you do the same":
Sell him/her on the fact that the meeting is a cooperative effort. Flatter him/her by telling him/her how much others could benefit from his/her experience. Don’t overdo it or the rest of the group will resent it. - Won't talk, bored, indifferent, hesitant, insecure, afraid:
Try to determine what is motivating him/her then find his/her interest. Call on him/her for experience or opinion. Use direct provocative questions. Ask for his/her agreement. Compliment the sensitive person the first time he/she talks, be sincere.
- Overly talkative, show-off, eager beaver or just plain gabby: