Conducting Meetings With Style
By Dr. Barbara Gilliss
No doubt about it, meetings have a bad name. Listen to these: “What do you call the twilight period between awake and asleep? A staff meeting.” (Shoe cartoon) “Meetings are indispensable when you don’t want to do anything.” (J.K. Gailbraith, Mgmt. Consultant) “Meetings are places where you keep minutes and lose hours.” (Software Engineer) “Are you lonely? Working on your own? Hate making decisions? Hold a meeting!” (Sign in office) “One either meets or works. One cannot do both at the same time.” (Peter Drucker, Mgmt. guru)
Most people concede that meetings are important — for communication, team participation, shared decision-making and so on. Most organizations cannot function without them. But the general consensus is: “If we must have meetings, do they have to waste so much time?” The answer is: “No, they don’t.”
The key to holding good meetings is for the convener to spend more of her time preparing for the meeting and wasting less of everyone’s time participating in it. Here are a few simple guidelines to ensure that people won’t grumble about your meetings:
1. Be very clear about your objectives. Determine the outcomes you want based on two variables: information flow and participants’ actions. Will you simply be sharing information that you want everyone to hear at one time directly from you, so that participants will be passive listeners? Do you want people to ask questions? Interact? Will you be asking them for information or input? Are you expecting a group decision? Your desired outcomes will determine everything about how you plan your meeting and how much you accomplish.
2. Identify the best meeting style to accomplish your goals. For example, top-down information might best be accomplished by a memo or group e-mail, perhaps with a request for individual responses. If you want little interaction in a gathering, place the chairs all facing front. If you want feedback from individual participants, one-on-one phone or informal water-cooler chats might work best. If you want group interaction, place chairs in a circle. Do you want a final decision or will you promote reconvening? How much time should be allotted for each aspect of your meeting? The entire “setting” of your meeting should be planned carefully around what you want to accomplish.
3. Select appropriate participants. Who really needs to be included? Must everyone be there for the entire time? Who needs or has important information? Who are the stakeholders with interests in the outcome? Who should be considered for “politic” reasons? Can some participants be informed in other ways — stand-ins, meeting minutes, a personal call?
4. Develop an agenda and distribute it in advance. This is the single, strongest tool for a good meeting. It has three purposes: structure, control, and readiness. To accomplish these, the agenda should include: date, time, and place of the meeting; purpose(s), topics to be addressed; amount of time allotted for each; desired outcome/action for each; expected participation of attendees (ex: discussion leaders, info contributors, or just to participate in discussion, Q&A, offer ideas or feedback, make recommendations, contribute to final decisions, etc.). Also include names of participants and preparation required (ex: read the attached, research and bring information, come prepared to...., etc.). Distribute minutes to participants and others (for “FYI”) far enough in advance to allow time for scheduling, clarification, and preparation.
5. Conduct the meeting according to plan. Start ON TIME. Don’t establish a reputation for lateness or waiting for latecomers. It encourages them and wastes the time of those who are prompt. Greet and introduce participants if necessary. Briefly reiterate purposes and established ground rules. Direct the session with three responsibilities in mind: to keep on track, to stimulate participation as desired, and to accomplish your desired results. End on time with a summary of accomplishments and clarification of agreements and next steps.
6. Follow up. This step, when omitted, can make your meeting a total waste of time. Within 24-48 hours circulate to participants and FYI-ers a brief report on outcomes: decisions, continuation, individual responsibilities, next steps, next meeting dates, and so on. Then follow up to see that actions are being taken.
Following these guidelines will help to ensure that people see your meetings as timely and useful. You won’t hear comments like: “So far I’ve had a nice day, but I haven’t been to any meetings yet.” (Funny Business cartoon)
Dr. Barbara Gilliss is an organizational consultant specializing in Leadership & Management Evaluation and Education and Training. She is available for seminars, coaching, workshops, business writing, and group facilitation. You may contact her at 520-717-0680 or by e-mail at gilliss@northlink.com.
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