MORE EFFECTIVE MEETINGS

A common complaint within many organisations is the fact the meetings, to quote one workshop delegate, "are a complete waste of time".

The five "golden rules" for more effective meetings are:-

If we take a close look at these five rules we notice that Plan, Inform and Prepare take place before the meeting begins. It is prior to the meeting that the crucial preparatory work must be done if the meeting is to be successful. The fifth phase in the process Summarise and Record, involves the minutes to be distributed after the meeting is over.

The message is clear. If meetings are to be run successfully, a high proportion of work must be done outside the meeting.

1.

PLAN

"The need to think through the objectives in advance and be clear about what the meeting is intended to achieve".

Setting Objectives

The most important question to ask oneself is:

Is there any point in having a meeting?

Unless you have a clear idea in your own mind of what the meeting is intended to achieve then you are not yet ready to call a meeting.

Two other useful approaches at this stage are to ask yourself:-

- What would be the likely consequences of not holding it?

- When the meeting is over how shall I judge whether it was a success or a failure?

Unless there is a very clear requirement from the meeting there is a grave danger that it will be a waste of everyone's time.

Criteria To Help Decide Objectives

- What is the broad subject under discussion?

- What is the purpose of the discussion?

- What is the main task of the discussion?

         for example. Problem solving, reviewing, planning, analysing, fact finding.

- What should be the outcome (broad terms)?

Set clear, relevant, realistic and measurable objectives.

2.

INFORM

"The need to  keep other members of the meeting informed about what is to be discussed and why".

Checkpoint

- Make sure that members are notified well in advance of the time and place of the meeting so that they can arrange their own affairs accordingly. If the meeting is one of a series, interim reminders should be sent out.

- Ensure that members are fully informed in advance of any facts or relevant reports to allow them to come to the meeting mentally prepared.

- The agenda should not be circulated too far in advance since the less organised members will forget it or lose it. Two or three days is about right, unless the supporting papers are voluminous, in which case one week is preferable.

Additional Points

The agenda is the most important piece of information. Its length should be the result of analysis and definition of each item and the time allowed. Unnecessary brevity leads to vagueness. It should include a brief indication of the reason for the topic e.g. "Development Budget" - tells nobody very much but "Reduction of the 1998 Development Budget, now that the introduction of our new product launches have been postponed", is much clearer".

Each item could be headed with the main task it is intended to fulfill, for example, briefing, decision, consultative.

If one item on the agenda is of special interest to the group, it is often a good idea to single it out for special attention, via a covering note.

A few words with a member on the day of the meeting can increase the value of the meeting. You can do this either by ensuring that an important point is raised that comes better from the floor than the chair; or by preventing time wasting discussion on a subject that need not be touched on at all.

3.

PREPARE

"The need to arrange an agenda in its proper sequence and to allocate the correct amount of time for each subject. The need to bear in mind the consequences of allowing those items which seem  urgent to take up rather more time than those which really are important".

Establishing the Basic Structure

Considering the objectives:

-   Who needs to attend?

     a. What are their experiences and abilities?

     b. What are their responsibilities or authority to take action?

-   What time is available or needed for the discussion

-   In what order should the items on the agenda be sequenced?

     a. What items for discussion are identified in the objectives?

     b. In how many ways can these be logically sequenced?

-   What degree of structure or formality is the most appropriate?

-   What information do members need to be told, or find out before the discussion?

Practical Arrangements

- Size of the meeting. Try to combine the benefits of stimulation and greater knowledge brought by a number of people, with the prudence of keeping the meeting to an effective size. Too many members have a disruptive effect. Five to ten members seem to be generally recommended as the most effective.

-  Where should the meeting be held? The manager's office is not always neutral ground. Try to avoid distractions such as personal discomfort if the room is too small, cold or hot, noisy, etc.

- Time - choose a time for the meeting that is convenient for members as well as oneself. If people have been snatched away during a peak period of their working day they are not likely to give undivided attention to the business of the meeting.

- Length - about two hours is the maximum people can profitably discuss and maintain interest and commitment. If this meeting tends to run on unprofitably, then plan a time an hour or so before lunch or near to the end of the working day!

Those who Attend

A meeting may consist of members who all have specialist knowledge of the subject to be discussed. On the other hand, it may be composed of people with widely differing backgrounds of knowledge and experience, but who nevertheless has a common interest in the problem on the table and a contribution to make to solving it.

The difference is important, since each type of meeting requires different skills from the Chairman.

1. When like meets like:-

-The meetings that most frequently fail to produce a conclusive result are those made up of experts in the same subject. Less conflict, but less effective.

2. When unlikes meet:-

- When a meeting is composed of people with dissimilar backgrounds of knowledge and experience it is easier to keep discussion on the topic in question

4.

Structure and Control

"The need to structure the discussion of each item, to keep members to the point and to avoid the pitfalls of repeatedly covering old ground; The need to develop a consciousness of group behaviour and to be able to control private discussions and even disagreement within the group".

The meeting in Action

Starting the Meeting

The way in which a meeting starts has an important bearing on its course and the final outcome. The chairman's task is to give the group drive, purpose and direction and to get the discussion moving. The meeting must not go so quickly that ideas are lost and not discussed. On the other hand it must not go so slowly that enthusiasm wanes.

The precise manner of approach must be decided in the light of the objectives of the meeting and the chairman's own estimation of the members initial mood. A basic plan of approach is as follows:

The Chairman should

-State topic, problem or situation with which the meeting is to deal.

-Outline circumstances giving rise to the need for a meeting.

-Define the objectives briefly and clearly.

-Engage the interest of the members by explaining the importance of the topic for them. Present the item dramatically if the group appear lethargic.

-Suggest a point at which the discussion could usefully begin.

-Open discussion by inviting the views of a member known to be, or judged to be, interested and co-operative. The way other members respond to the lead will indicate which of the various techniques and approaches should be employed.

5.

Summarise and Record

"The need to summarise and record decisions and action points".

Summing Up

A detailed summary from the Chairman is not always necessary, however, it is useful if the Chairman can make a few concluding remarks.

All of the members should at the very least leave the meeting with a clear idea of:-

          -   The decisions reached

          -   The responsibilities of the individual team members for carrying these decisions into effect.

Summing up does not just take place at the end, but should take place at intermediate stages. People like to know where they are, what has been agreed on, what has not, where there is doubt.

Conclusions should be stated in such a way as to leave members with a sense of achievement. The course of discussion can be briefly retraced bringing out the contributions that each member has made.

Stress points of agreement. Never let members leave with the feeling that their work has been entirely unfruitful, even if the meeting has failed to accomplish its objectives.

End the meeting immediately the business is finished. Any attempt to spin things out simply because the objective has been achieved before the time set to close the meeting, will quickly dampen enthusiasm.

Checkpoints

1.   Begin by saying something to this effect "This was the problem which faced us ...." "This was our objective...."

2.  Outline all the intermediate conclusions reached, drawing attention to the contributions made by individuals.

3.  State the final conclusions reached, briefly but clearly.

4.  Acknowledge minority views. Supporters of rejected ideas should be thanked for their contribution and the reasons why the majority should be recapped.

5.  Assign responsibility for carrying through the decisions of the meeting.

6.  Tell members the action to be taken, and any recommendations the meeting has made.

7.  If the meeting is one of a series, outline the ground to be covered at the next session.

Follow Up

When action steps are decided it is important that they be acted on. To raise expectations without fulfilling them provides bad items on the agenda for subsequent meetings and is, moreover, an inefficient work practice.

Checkpoints

-   If minutes have been taken copies should be distributed as soon as possible after the meeting is over.

-   If the decisions of the meeting need high level approval, members should be notified immediately they are confirmed. If they are rejected members should be told the reason why their recommendations could not be accepted.

-   The Chairman (or Secretary) should maintain contact with all members who have responsibilities for carry through decisions until these have been implemented.

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