IN THIS MONTH'S ISSUE WE LOOK AT
WHAT MAKES AN EFFECTIVE MEETING
(THERE REALLY IS SUCH A THING!) |
"Meetings are indispensable when you don't want to get anything done."
- John Kenneth Galbraith
This Freemont era pictograph, suggests that meetings can be essential for survival. These hunters were clear about their goals.
Be honest. What's your reaction when you're told you have to attend a meeting?
Chances are it's not positive. And you're not alone.
A typical reaction is:
"I have better things to do." (And they probably do.)
It's not uncommon to find even more serious negativity:
"I'd rather go to the dentist for a root canal."
Most people go to meetings because they have to, not because they want to.
| Most meetings are unproductive and boring |
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Unproductive meetings create cultivate erodes trust of an of the entire organization's communication process. |
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Meetings don't have to be unproductive and boring |
WHY HAVE A MEETING?
Meetings are opportunities to:
Develop and support dynamic teams
Collaborate for innovative planning
Create and sustain a high level of accountability
Improve morale by keeping staff informed
So why don't more meetings actually do these important and productive things? It's not the meetings fault. They don't run themselves.
That's right. It's up to the people who run meetings to make them work.
The people who attend (and complain) can be complicit in the poor workings of the meetings they attend as well.
THE COST OF UNPRODUCTIVE MEETINGS
Organizations pay a steep price for unproductive meetings in two ways:
1. Financial
One way to identify the loss in actual dollars is to use the following formula.
In this case, we base the loss on a weekly meeting attended by seven people:
Travel (to/from meeting)
|
30 minutes |
| Meeting Time |
2 hours |
| After Meeting Caucus (the 'real' meeting) |
30 minutes |
| Hours Lost (per person) |
3 hours |
| Number of People |
x 7 |
| Total Lost Hours |
21 hours |
| Hourly Rate (including benefits) |
x$40 |
| Total $ Lost (for one meeting) |
$840 |
| Meetings Per Month |
x4 |
| $ Lost Per Month |
$3,360 |
| Meetings Per Year |
x12 |
| Total Cost Per Year |
$40,320 |
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2. Workplace Culture
Unproductive meetings can have an infectious impact on morale, stress levels and leadership credibility. Instead of being an instrument for professional growth and learning, meetings can breed cynicism and mistrust.
"Opportunity is missed by most people because it comes dressed in overalls and looks like work."
-Thomas Alva Edison
As Mr. Edison suggests, well-run meetings take work, but they are worth the effort. Things get done, people feel productive, attitudes change.
With planning, organization, and a clear strategy you'd be surprised what can be accomplished in a well-run meeting. |
5 ESSENTIALS FOR EFFECTIVE MEETINGS
1. HAVE A CLEARLY DEFINED PURPOSE
| Being able to clearly articulate the purpose for the meeting holds everyone accountable for staying on track. It also orients people as to the relevant discussion topics. |
2. DEVELOP AN ITEMIZED AGENDA THAT MEETS YOUR PURPOSE
Clarify the objective for each item. It could be…
- Information only (to inform others of an issue or event)
- To make a group decision
- To get feedback from the group
- To make a more informed decision
Define:
Who will be the person(s) responsible for providing key information about each subject or will be responsible for carrying out a decision.
Structure:
The form each item should take. It could be…
- Presentation
- Brainstorming
- Problem solving
- Prioritizing
Determine:
How much time will be allotted to each item.
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3. ESTABLISH AND MAINTAIN MEETING PROTOCOL
Start and stop on time.
Don't train people to delay a meeting until the last person arrives.
Be prepared.
Put cell phones and pagers on vibrate.
Only respond to 'critical' calls.
Establish a set of "Meeting Norms"
Meeting norms are agreed-upon behaviors that discourage interruptions, side agendas and personalizing issues.
(If you would like a two-page overview
of how to develop Meeting Norms, e-mail
Don at dwodonb@aol.com)
Have a clearly defined decision-making process chosen from…
- Majority vote
- Consensus
- After input a decision will be made by another authority
Make a clear commitment to support agreements.
Avoid revisiting issues unless new information can add value to the discussion or planning process. |
4. DEFINE AND RECORD ACTION ITEMS
Specifically identify who will be doing what by when.
Review
action items at meeting's end and check
for everyone's understanding.
Ensure that the action item record accurately reflects agreements. |
5. DEVISE A MECHANISM FOR FOLLOW UP TO THE AGREED UPON TIMELINES
Develop feedback loops that track progress.
Contact Dances With Opportunity to assist you in developing the essential strategies and skills to ensure your meetings are efficient and productive. |
CONSTRUCTIVE DIALOGUE WORKSHOP
OPEN TO THE PUBLIC
September 27th & 28th, Tucson, AZ
We are hosting a 2-day Constructive Dialogue Workshop in conjunction with the Arizona Small Business Association.
For registration or additional information call
(520) 795-3943 or Email jdances@aol.com.
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