Chapter-18: Planning Effective Meetings
Sl. No. |
Topics |
Page No. |
18.1 |
Introduction: |
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18.2 |
Complete Guides |
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18.3 |
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18.4 |
Evaluations of Meeting Process |
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18.5 |
Various Types of Groups |
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18.6 |
Planning Committee Initial Meeting |
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18.7 |
Pre-Event Tasks |
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18.8 |
Day of Event Tasks |
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18.1 Introduction:
Meeting management tends to be a set of skills often overlooked
by leaders and managers. The following information is a rather
"Cadillac" version of meeting management suggestions. The reader
might pick which suggestions best fits the particular culture of their own organization.
Keep in mind that meetings are very expensive activities when one considers the
cost of labor for the meeting and how much can or cannot get done in them. So
take meeting management very seriously.
The process used in a meeting depends on the kind of meeting you
plan to have, e.g., staff meeting, planning meeting, problem solving meeting,
etc. However, there are certain basics that are common to various types of
meetings. These basics are described below.
(Note that there may seem to be a lot of suggestions listed
below for something as apparently simple as having a meeting. However, any
important activity would include a long list of suggestions. The list seems to
become much smaller once you master how to conduct the activity.)
18.2 Complete Guides
Basics Guide to
Conducting Effective Meetings
Complete guide to planning and facilitating meetings
Planning a Great Meeting
Managing Meetings (A guide)
Event or Business Meeting Planning Checklist of Tasks
How to Conduct a Meeting
Complete guide to planning and facilitating meetings
Planning a Great Meeting
Managing Meetings (A guide)
Event or Business Meeting Planning Checklist of Tasks
How to Conduct a Meeting
Selecting Participants
· The decision about who is
to attend depends on what you want to accomplish in the meeting. This may seem
too obvious to state, but it's surprising how many meetings occur without the
right people there.
· Don't depend on your own judgment about who should come. Ask several other people for their opinion as well.
· If possible, call each person to tell them about the meeting, it's overall purpose and why their attendance is important.
· Follow-up your call with a meeting notice, including the purpose of the meeting, where it will be held and when, the list of participants and whom to contact if they have questions.
· Send out a copy of the proposed agenda along with the meeting notice.
· Have someone designated to record important actions, assignments and due dates during the meeting. This person should ensure that this information is distributed to all participants shortly after the meeting.
· Don't depend on your own judgment about who should come. Ask several other people for their opinion as well.
· If possible, call each person to tell them about the meeting, it's overall purpose and why their attendance is important.
· Follow-up your call with a meeting notice, including the purpose of the meeting, where it will be held and when, the list of participants and whom to contact if they have questions.
· Send out a copy of the proposed agenda along with the meeting notice.
· Have someone designated to record important actions, assignments and due dates during the meeting. This person should ensure that this information is distributed to all participants shortly after the meeting.
Developing Agendas
·
Develop the agenda together with key participants in the meeting. Think of what
overall outcome you want from the meeting and what activities need to occur to
reach that outcome. The agenda should be organized so that these activities are
conducted during the meeting.
In the agenda, state the overall outcome that you want from the meeting
· Design the agenda so that participants get involved early by having something for them to do right away and so they come on time.
· Next to each major topic, include the type of action needed, the type of output expected (decision, vote, action assigned to someone), and time estimates for addressing each topic
· Ask participants if they'll commit to the agenda.
· Keep the agenda posted at all times.
· Don't overly design meetings; be willing to adapt the meeting agenda if members are making progress in the planning process.
· Think about how you label an event, so people come in with that mindset; it may pay to have a short dialogue around the label to develop a common mindset among attendees, particularly if they include representatives from various cultures.
In the agenda, state the overall outcome that you want from the meeting
· Design the agenda so that participants get involved early by having something for them to do right away and so they come on time.
· Next to each major topic, include the type of action needed, the type of output expected (decision, vote, action assigned to someone), and time estimates for addressing each topic
· Ask participants if they'll commit to the agenda.
· Keep the agenda posted at all times.
· Don't overly design meetings; be willing to adapt the meeting agenda if members are making progress in the planning process.
· Think about how you label an event, so people come in with that mindset; it may pay to have a short dialogue around the label to develop a common mindset among attendees, particularly if they include representatives from various cultures.
Opening Meetings
·
Always start on time; this respects those who showed up on time and reminds
late-comers that the scheduling is serious.
· Welcome attendees and thank them for their time.
· Review the agenda at the beginning of each meeting, giving participants a chance to understand all proposed major topics, change them and accept them.
· Note that a meeting recorder if used will take minutes and provide them back to each participant shortly after the meeting.
· Model the kind of energy and participant needed by meeting participants.
· Clarify your role(s) in the meeting.
· Welcome attendees and thank them for their time.
· Review the agenda at the beginning of each meeting, giving participants a chance to understand all proposed major topics, change them and accept them.
· Note that a meeting recorder if used will take minutes and provide them back to each participant shortly after the meeting.
· Model the kind of energy and participant needed by meeting participants.
· Clarify your role(s) in the meeting.
Establishing Ground Rules for Meetings
You don't need to develop new ground rules each time you have a
meeting, surely. However, it pays to have a few basic ground rules that can be
used for most of your meetings. These ground rules cultivate the basic
ingredients needed for a successful meeting.
· Four powerful ground rules are: participate, get focus, maintain momentum and reach closure. (You may want a ground rule about confidentiality.)
· List your primary ground rules on the agenda.
· If you have new attendees who are not used to your meetings, you might review each ground rule.
· Keep the ground rules posted at all times.
· Four powerful ground rules are: participate, get focus, maintain momentum and reach closure. (You may want a ground rule about confidentiality.)
· List your primary ground rules on the agenda.
· If you have new attendees who are not used to your meetings, you might review each ground rule.
· Keep the ground rules posted at all times.
Time Management
· One
of the most difficult facilitation tasks is time management -- time seems to
run out before tasks are completed. Therefore, the biggest challenge is keeping
momentum to keep the process moving.
· You might ask attendees to help you keep track of the time.
· If the planned time on the agenda is getting out of hand, present it to the group and ask for their input as to a resolution. (Also see Time Management.)
· You might ask attendees to help you keep track of the time.
· If the planned time on the agenda is getting out of hand, present it to the group and ask for their input as to a resolution. (Also see Time Management.)
18.4 Evaluations of Meeting Process
· It's amazing how often people will complain about a meeting
being a complete waste of time -- but they only say so after the meeting. Get
their feedback during the meeting when you can improve the meeting process
right away. Evaluating a meeting only at the end of the meeting is usually too
late to do anything about participants' feedback.
· Every couple of hours, conduct 5-10 minutes "satisfaction checks".
· In a round-table approach, quickly have each participant indicate how they think the meeting is going.
· Every couple of hours, conduct 5-10 minutes "satisfaction checks".
· In a round-table approach, quickly have each participant indicate how they think the meeting is going.
Evaluating the Overall Meeting
·
Leave 5-10 minutes at the end of the meeting to evaluate the meeting; don't
skip this portion of the meeting.
· Have each member rank the meeting from 1-5, with 5 as the highest, and have each member explain their ranking
· Have the chief executive rank the meeting last.
· Have each member rank the meeting from 1-5, with 5 as the highest, and have each member explain their ranking
· Have the chief executive rank the meeting last.
Closing Meetings
· Always end meetings on time and attempt to end on a positive
note.
· At the end of a meeting, review actions and assignments, and set the time for the next meeting and ask each person if they can make it or not (to get their commitment)
· Clarify that meeting minutes and/or actions will be reported back to members in at most a week (this helps to keep momentum going).
· At the end of a meeting, review actions and assignments, and set the time for the next meeting and ask each person if they can make it or not (to get their commitment)
· Clarify that meeting minutes and/or actions will be reported back to members in at most a week (this helps to keep momentum going).
18.5 Various Types of Groups
Action
Learning
Committees
Communities of Practice
Conflict Management
Dialoguing
Facilitation
Focus Groups
Group Coaching
Group Conflict Management
Group Dynamics (about nature of groups, stages of group development, etc)
Group Learning
Group-Based Problem Solving and Decision Making
Large-Scale Interventions
Open Space Technology
Self-Directed and Self-Managed Work Teams
Team Building
Training and Development
Virtual Teams
Committees
Communities of Practice
Conflict Management
Dialoguing
Facilitation
Focus Groups
Group Coaching
Group Conflict Management
Group Dynamics (about nature of groups, stages of group development, etc)
Group Learning
Group-Based Problem Solving and Decision Making
Large-Scale Interventions
Open Space Technology
Self-Directed and Self-Managed Work Teams
Team Building
Training and Development
Virtual Teams
Additional Perspectives About Conducting Successful Meetings
Communication
Skills
7 Deadly Sins of Meetings
Managing Meetings
Ten Reasons Why Meetings Fail
Five Indicators When A Meeting Should Not Be Held
Teams, Using Group Process Techniques to Improve Meeting Effectiveness
Why Face-to-Face Meetings Make All the Difference
Hold Conversations, Not Meetings
Save a Doomed Meeting
Staff Meetings: “All for One and One for All!”
7 Deadly Sins of Meetings
Managing Meetings
Ten Reasons Why Meetings Fail
Five Indicators When A Meeting Should Not Be Held
Teams, Using Group Process Techniques to Improve Meeting Effectiveness
Why Face-to-Face Meetings Make All the Difference
Hold Conversations, Not Meetings
Save a Doomed Meeting
Staff Meetings: “All for One and One for All!”
Meetings can be useful,
productive tools, but only if conducted properly. Having a meeting that is
properly laid out with an agenda and a time frame can help a company or
organization accomplish much more in a shorter period of time.
Solid
Preparation
The first step to a productive meeting is to be well prepared for it. This means defining the objectives and desired outcomes of the meeting in an agenda. This agenda lets the meeting attendees know exactly what to expect. Include the topics that will be covered during the meeting in as much detail as necessary. Deliver the agenda through mail or email before the meeting so the participants have a chance to look over it and make notes of anything they wish to discuss during the meeting. Bring extra copies of the agenda to the meeting in case any unexpected attendees show up or someone leaves their agenda behind. Make sure to have enough copies of any other handouts that will be distributed during the meeting.
The first step to a productive meeting is to be well prepared for it. This means defining the objectives and desired outcomes of the meeting in an agenda. This agenda lets the meeting attendees know exactly what to expect. Include the topics that will be covered during the meeting in as much detail as necessary. Deliver the agenda through mail or email before the meeting so the participants have a chance to look over it and make notes of anything they wish to discuss during the meeting. Bring extra copies of the agenda to the meeting in case any unexpected attendees show up or someone leaves their agenda behind. Make sure to have enough copies of any other handouts that will be distributed during the meeting.
All the equipment
needed for the meeting should be readily available. This may include
audio/visual equipment such as a laptop, a Wi-Fi network connection, an LCD,
and a microphone rental
(if necessary). Some meeting organizers like to provide refreshments such as
coffee, tea, water, or cookies to the attendees.
Effective
Moderator
Each meeting should have a moderator. It is the moderator's job to help the meeting attendees keep on track and the meeting move along if conversation gets stalled on one particular topic. Every meeting should have someone assigned to take notes. This helps the attendees of the meeting review what was covered later and also allows those that could not make it to know what was discussed. This duty can be permanently assigned to someone or regular meeting attendees can swap the note taking duties.
Each meeting should have a moderator. It is the moderator's job to help the meeting attendees keep on track and the meeting move along if conversation gets stalled on one particular topic. Every meeting should have someone assigned to take notes. This helps the attendees of the meeting review what was covered later and also allows those that could not make it to know what was discussed. This duty can be permanently assigned to someone or regular meeting attendees can swap the note taking duties.
Before discussing the
agenda, make any necessary introductions so the attendees are all familiar with
each other. When the meeting starts, the moderator should review the agenda and
let attendees know exactly what is to be covered and the desired outcome of the
meeting. He or she should let all attendees know the timeframe of the meeting.
Sticking to this timeframe helps keep the meeting on track.
Group
Contribution
While conducting the meeting, the moderator and all other attendees should take the time to hear each person's opinion on a matter. Meetings work best if everyone is allowed to contribute. If no one offers any ideas, it is the moderator's job to try to employee brainstorming techniques to help come to a decision on a topic. Stay focused on the agenda and don't allow the attendees to stray to other areas. If a good topic arises, but will involve some detailed discussion, ask the note taker to add that topic to the agenda for the next meeting so it can receive its proper discussion time.
While conducting the meeting, the moderator and all other attendees should take the time to hear each person's opinion on a matter. Meetings work best if everyone is allowed to contribute. If no one offers any ideas, it is the moderator's job to try to employee brainstorming techniques to help come to a decision on a topic. Stay focused on the agenda and don't allow the attendees to stray to other areas. If a good topic arises, but will involve some detailed discussion, ask the note taker to add that topic to the agenda for the next meeting so it can receive its proper discussion time.
Gratitude
and Appreciation
As the meeting ends, be sure to thank all attendees for coming. Many meetings are viewed as chores to attend, but if the participants are thanked and feel that their input was appreciated, they will think more highly of them. If this is a regular meeting, the moderator may want to give the next meeting date and make sure that is a good time for everyone. Once the meeting is over, have the note taker or appropriate person type up the minutes of the meeting and distribute to each attendee either through mail or email.
As the meeting ends, be sure to thank all attendees for coming. Many meetings are viewed as chores to attend, but if the participants are thanked and feel that their input was appreciated, they will think more highly of them. If this is a regular meeting, the moderator may want to give the next meeting date and make sure that is a good time for everyone. Once the meeting is over, have the note taker or appropriate person type up the minutes of the meeting and distribute to each attendee either through mail or email.
Planning a large business meeting or event can take a tremendous
amount of organization and preparation. Using a event planning checklist can
help.
Are
you planning a business meeting or day-long event that requires planning and
preparation? The following business meeting or event planning checklist can be
copied and pasted into a document and customized to meet your specific needs.18.6 Planning Committee Initial Meeting
__strike a planning committee – choose a group of advisers to help determine the best options. Include a representative from upper management.__choose possible dates – three possible dates to start is good as many factors rely on date e.g. availability of venue, presenters, etc.
Read more at Suite101: Event or Business Meeting Planning Checklist of Tasks | Suite101.com http://joni-rose.suite101.com/event-or-business-meeting-planning-checklist-of-tasks-a353727#ixzz1b6xAE2dK
__identify the participants and session leaders/presenters – enough to have a rough idea of numbers, number that are traveling or require special attention
__budget total – a ball park number for the total budget will help when selecting options for expenses
__draft agenda – a draft agenda at a high level including start and end times at this point will help when determining the venue requirements including, room set-up, AV and equipment needs
__Set a regular meeting time with the committee – meet once a month if you are three months or more away from the event.
18.7 Pre-Event Tasks
__get quotes from up to three venues that include room rental rates, hotel room rates (if applicable), catering and audio visual costs.__present venue quotes to committee and get agreement on venue so it can be booked
__book external speakers and presenters
__send save the date email to participants and presenters with venue and start and end time information (more detailed agenda to follow later)
__create event plan – a table with the following columns: time, lead, day of tasks, name of activity, resources, description. Each row of the table is a separate item on the agenda. The resources column includes audio visual and supply needs for the activity. The day of tasks column is for the things that need to be done for this activity the day of the event. The description column includes a detailed account of what is planned including the minutes each sub-activity takes within this activity.
__finalize agenda
__finalize participant list
__book travel and accommodation for travelers
__finalize catering and audio visual (computer, projector and screen; flip charts and markers; microphones; tech support; teleconferencing equipment, recording equipment, camera and photographer)
__print name tags, tent cards and signage (directional signage, large agenda, etc.)
__purchase supplies or book special equipment
__print handouts – make at least 10% extra for surprise additions to the participant list
__print speaker’s notes
__save presentation(s) to memory stick, desktop of laptop, email it to yourself and print out a handout master (in case you have technical difficulties and need to send someone to make handouts)
__send conference line number, presentation(s) and handouts to dial-in participants – ask them to dial-in 10 minutes early to ensure the conference line is working properly.
__finalize room layout
__create and print evaluation form
18.8 Day of Event Tasks
__put up signage__have someone monitor the phones for dial-in participants
__set-up room (tables, chairs, flip charts, projector and computer, handouts, posters, catering)
__sound check – check microphones, conference equipment etc. to make sure all participants (in person and dial-in) can hear
__greeters/registration - have someone at the door to greet participants and give them a name tag, handouts and mark them as present (if applicable)
Event Wrap-up
__pay invoices__hold a debrief – review the lessons learned with planning committee and make changes to the checklist for next time
Planning a large event or business meeting should be done at least six months prior to the event if an off-site venue needs to be secured, flights and accommodations need to be booked and/or external speakers/presenters need to be booked.
Planning a conference? Check out this conference planning checklist.
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