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Leading Effective Meetings. By: Kimara Ellefson. Meetings often contain at least one moron that inevitably gets his turn to waste everyone’s time with nonsense. A committee is a body that keeps minutes and wastes hours. - PowerPoint PPT Presentation
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LEADING EFFECTIVE MEETINGS
By: Kimara Ellefson
Meetings often contain at least one moron that
inevitably gets his turn to waste
everyone’s time with nonsense.
A committee
is a body that
keeps minutes
and wastes
hours
Meetings procreate. One meeting leads to another meeting leads to another…
Fried, Jason, and David H. Hansson. "REWORK: The New Business Book from 37signals." 37signals: Web-based Collaboration Apps for Small Business.
37signals, 6 Feb. 2012. Web. 14 Feb. 2012. <http://37signals.com/rework/>.
FACT: Research shows that the average individual in our society today will sit through 9,000 hours of meetings in their lifetime! That is over 365 days spent in meetings – not to mention the thousands and sometimes millions of dollars spent on meetings.
ABOUT ME
13 Years at MCW Administrative role Spent roughly1,820 hours in meetings
over the last year…which means in the 13 years at MCW spent 23,660 hours in meetings
So much time in meetings…block off two hours every day just to NOT be in meetings
Truly believe in the power of meetings...good and bad.
DO YOU DREAD GOING TO MEETINGS?
Take a moment to recall your last team meeting:• What does it look and feel like?
• How well does your team function?
• Who always talks and who never talks?
• How does the group make decisions?
• Are team members accountable for their contributions to the team?
Works Cited: Pigeon, Ed.D, Yvette, and Omar Khan, MD. "Leadership Lesson - Tools for Effective Team Meetings." AAMC. AAMC, 6 Feb. 2012. Web. 13 Feb. 2012. <http://www.aamc.org>.
PROBLEM WITH MEETINGS Boring
Lack conflict
Ineffective/Time Wasting Lack appropriate context or structure Lack of focus
Forget what is at stake If there isn’t much at stake, don’t meet!
FIVE CONCEPTS FOR LEADING EFFECTIVE MEETINGS1. Set the stage-Why do I care/What is at stake?
2. Mine for conflict-actively engage all viewpoints
3. Don’t wait for consensus-get all ideas out-then LEAD
4. Drive to Conclusion
5. Everyone supports/takes action/is accountable
PLANNING AND PREPARING YOUR MEETING
“Perhaps the most important time you will spend in a meeting is the time you spend before the meeting even
starts…”
SETTING THE STAGE Determine the Purpose
To develop your purpose for the meeting ask yourself the following questions:
o What is at stake? o Why am I holding the meeting?o What do I want to achieve at the meeting?o What do I want to achieve after the meeting?
Tip: Before you begin to move forward with planning your meeting – decide whether or not a meeting is the best way to accomplish your
meeting purpose.
Prepare a Meeting Plan
Determining a meeting type will help simplify your planning process
o Meet to solve a problemo Make decisionso Gather to share informationo Hear a presentationo Brainstorm ideas
THE FOUR MEETINGSMeeting Type Time
Required Purpose and Format Keys to Success
Daily Check-in 5 minutes
Share daily schedules and activities
• Don’t sit down• Keep it administrative• Don’t cancel even when
some people cannot be there
Weekly Tactical 45-90 minutes
Review weekly activities and metrics, and resolve tactical obstacles and issues
• Don’t set agenda until after initial reporting
• Postpone strategic discussions
Monthly Strategic 2-4 hours
Discuss, analyze, brainstorm, and decide upon critical issues affecting long-term success
• Limit to one or two topics• Prepare and do research• Engage in good conflict
Quarterly Off-site Review 1-2 days
Review strategy, industry trends, competitive landscape, key personnel, & team development
• Get out of office• Focus on work; limit
social activities• Don’t over structure or
overburden the schedule
Information from Patrick Lencioni’s Book, Death by Meeting
DEFINE: CONTENT & PROCESS
PROCESS
Refers to how the meeting proceeds,
how the group works together to
accomplish task(s), and to build and
maintain cohesiveness
CONTENT
Refers to what is talked about at the
meeting, the agenda topics, decisions,
information, opinions, etc.
IDENTIFY MEETING PARTICIPANTSTo determine who should attend follow these guidelines:
o Invite those with relevant information or expertiseo Invite those who will make the final decisiono Invite people who are affected by or will carry out a
decisiono Consider inviting anyone who might significantly prevent
or interfere with the implementation of a decisiono Invite individuals with higher functional responsibility
Tip: Invite as few people as possible while still being inclusive. This varies based on the purpose and intent of
the meeting.
IDENTIFY GROUP ROLES Leader
Responsible for managing the meeting Timekeeper
Keeps time and lets participants know when it is time to move to the next agenda item
Note Taker Keeps written record of proceedings
Chart Person Writes important points of discussion and lists of
ideas. Navigator
Keep group on track
PREPARE THE AGENDA
o Agenda: Very simply “Things to be done”
o Sequence: Arrange your agenda with the most important items first and least important last in case time runs out
o Timing: Assign realistic times to each item, this will determine how long the meeting will last and will enable you to figure out if you have too much on the agenda
EFFECTIVE AGENDAS INCLUDE:
o Meeting Purpose-What is at stake? o Meeting Logistics (Date, Time,
Roles, Participants)o Agenda Itemso Timeso Assignments (Report out, etc. )
“Every minute you avoid spending in a meeting is a minute you can get real work
done instead”
Communicating to Participants
Includes:
o What is at stake? o Who? When? Where? o Logisticso Meeting Agendao Any special instructions
regarding participant preparation
Tip: Leaders should not be the only person coming to the meeting prepared. Therefore, providing information ahead of time will increase the chances of better productivity during your meeting.
SUMMARY: SETTING THE STAGE Create a statement of Purpose/Outcomes
Ask yourself “What do I want the purpose of this meeting to be and what are the potential outcomes?
Prepare a Meeting Plan Determine Meeting Type Define Content & Process Identify Meeting Participants/Group Roles Determine Meeting Logistics Prepare the Agenda
Communicate with Participants
All these should take place before meeting starts!
CONDUCTING MEETINGS
LEAD, LEAD, LEAD When you lead a meeting, you are a leader
and all leadership principles apply: Provide structure Encourage participation Be decisive Hold participants accountable
Start Fasto Starting on Time – Communicate the
seriousness of starting on time. Wasting people’s time equals less time working on other projects
o Stay Focused – Do not allow for other work to be done
Tip: Arrange the meeting room that supports dialogue and better communication.
Request that cell phones, laptops, iPads not be used during the meetings, i.e. for checking emails
FIRST MEETING: UTILIZE INTRODUCTORY ACTIVITIESSet aside 5-15 minutes for introductory items
to help get the meeting started.
Welcome & Introductions Meeting Purpose Process Ground Rules Meeting Agenda “Parking Lot”
MINE FOR CONFLICT
Goals:
o Keep the Meeting Focusedo Encourage Full Participationo Attend to the Paceo Handle Counterproductive Behavior
It’s your job to encourage everyone’s full participation
WAYS TO MINE FOR CONFLICT
Directly Solicit Input from Everyone Ask Open-ended Questions Actively Listen to Others, Be Attentive to Body
Language Reinforce and Acknowledge Positive Participation Ask for Concrete Examples Be Supportive
Tip: Always maintain control. Don’t forget you are the Leader. Don’t allow another participant to take that role
from you.
HANDLE COUNTERPRODUCTIVE BEHAVIORS
Six Behaviors That May Cause Problems:
Overly Talkative Definitely Wrong Highly Argumentative Obstinate Side Conversations Won’t Talk
TIPS ON HOW TO HANDLEOverly Talkative
When they pause for a breath take that time to thank them for input, refocus attention on subject, and
move on.
Definitely WrongNever embarrass the individual.
Say you may not have heard them correctly and ask them to rephrase the comment.
Highly ArgumentativeStay calm! Try to find merit in
point and then move on. May also seek group’s opinion. If necessary
ask to speak privately.
ObstinateThrow out issues/ideas for open
group discussion. Ask group if they “agree or disagree”.
Side ConversationCasually walk to and stand beside the side conversation. Ask one of the parties an easy question or
restate your last point and ask for their opinion. Pause and wait for
them to notice.
Won’t TalkBored: around interest by asking
their opinionUninvolved: Engage person seated next to them, then gradually shift
focus to draw them inShy or Insecure: Support with
sincere compliment after first time opening up
DRIVE TO CONCLUSION
Often we walk away from a meeting feeling that nothing is accomplished. Follow these steps below to help create closure to the meeting:
o Summarize what has been accomplished
o Compare the accomplishments with the desired outcomes
o Identify unfinished agenda items and determine ways to address them
GET BUY-IN AND ACCOUNTABILITY
Complete an action plan – who will do what and when?
Summarize Action Items Delegate follow up responsibilities
DISTRIBUTING MINUTES Minutes should be handed out to everyone
attending the meeting Give direction to participants to review the
minutes and action items If these are ongoing meetings, the minutes
become the start of the next agenda
SUMMARY
Remember to: Be a LEADer Start Fast Mine for Conflict Drive to Conclusion Hold everyone accountable
EFFECTIVE MEETINGS PRODUCE RESULTS
“The clock represents our commitments, appointments, schedules, goals and activities – what we do with and how we manage our time. The compass represents our vision, values, principles, mission, conscience, direction – what we feel is important and how we lead our lives.
The struggle comes when we sense a gap between the clock and the compass – when what we do doesn’t contribute to what is most important in our lives.”
– Stephen Covey
MEETING RESOURCESBest-selling author Patrick Lencioni provides readers with another powerful and
thought-provoking book, this one centered around a cure
for the most painful yet underestimated problem of
modern business: bad meetings. And what he
suggests is both simple and revolutionary.
Information and research gathered for this presentation was from Patrick Lencioni’s book, “Death by Meeting”