Mange ledere bruker halve tiden sin i møter og anser halvparten som bortkastet tid. Avsporinger og irrelevans Iflg. undersøkelser er hyppige avsporinger og for mye irrelevant informasjon grunnen. For egen del vil jeg legge til; for dårlige forberedelser og for lite forhåndsdelt informasjon om hensikten og ønsket resultat for møtet. Det er altså MYE å vinne på å utvikle kompetanse på god møteteknikk.

1. THE MEETING PLAN (CONSISTS OF FOUR ELEMENTS)
It is what you want to get out of a meeting that decides the agenda, not the reverse. A common
question when people are invited to a meeting is “what’s on the agenda”. One should rather ask:
“what do we want to get out of the meeting” and how do we get it. Thus, expressing clearly and
concretely the Desired Outcome (DO), is crucial. It is the DO that decides who to invite and how
to organize the meeting. The agenda is merely a plan on how to achieve the desired outcome.
GREAT MEETINGS
Norwegian leaders spend about 40% of their work time in meetings, and 40% of this time
is viewed as unproductive. (Henning Bang, Institute of Psychology, University of Oslo).
A survey from US based Frontier Assoc indicates that an average of 25% of the work day is
wasted due to meaningless meetings.
The surveys indicate that the most important reasons for the problems are frequent off track
dispersions and too much irrelevant information. On my part I will add: lack of information and
common understanding of the purpose and desired outcome of the meeting – why am I at this
meeting?
Thus there is MUCH to be gained by developing effective meeting skills. In Grid, our
understanding, skills and meeting techniques, have become a part of our culture and work
practices – developed by the invaluable help of our coach during the past 25 years,
Anders Skoe of ICS Interactive Coaching Services Sarl, (Switzerland).
Here’s the recipe:
WHAT IS A MEETING,
AND WHY DO WE
HAVE MEETINGS?
• 2 OR MORE PEOPLE
• AT THE SAME PLACE
• AT THE SAME TIME
• THE SAME PURPOSE,
DESIRED OUTCOME AND
AGENDA
WHY
”ACTION”. We want action. We want something to happen. We want progress
on projects, a task etc. A universal reason for holding a meeting is a desire
for action afterwards.
GREAT MEETINGS LEAD TO BETTER ACTION
SAME
PLACE
SAME
TIME
SAME
PURPOSE

2. MEETING NAME
By naming a meeting, we immediately signal to participants
the theme, thus mentally preparing them. Typical meeting names
are ‘information meeting’, ‘follow-up’ (in projects), ‘decision
meeting’, ‘problem solving meeting’, ‘idea generation meeting’
(brainstorming is one method), ‘get to know each other’, etc.
THE PURPOSE OF THE MEETING
The reason for organizing a meeting is almost always that we want
to do something together. Therefore, a good approach is to express
the purpose in the form of a verb, in the infinitive, at the beginning
of a short sentence. Examples of such “why verbs” are: ‘to clarify…’,
‘to inform about…’, ‘to start our work on…’, ‘to find a solution on…’,
‘to gain insight on…’, ‘to brainstorm on…’, etc.
DESIRED OUTCOME OF THE MEETING
After having put words on the purpose, we must then clearly
enunciate what we want to end up with at the end of the meeting;
in other words the Desired Outcome. As opposed to the purpose,
Desired Outcome will contain several items. We start the
description by a “what noun”. What do we want to end up with?
Every meeting should end up with an Action Plan, as the final
desired outcome. Other examples of DO are: ‘a list of..’, ‘a decision
on..’, ‘agreement on..’, ‘insight into..’, ‘more knowledge on..’, ‘
a good foundation for doing something..’, etc.
MEETING AGENDA
The last element of the meeting plan is an agenda. Meeting plans
are often done by skipping purpose and desired outcome, and
solely done by preparing an agenda with a list of ‘what’, ‘when’, and
sometimes ‘who’. It often simply represents a list of themes. Such
‘agendas’ are better than nothing, but it works much better if one
adds a fourth column, namely the ’how’ column. A better agenda
uses four columns: What/How/Who/When.
A MEETING PLAN CONSISTS OF FOUR ELEMENTS

3. THE MEETING PLAN IS THE MOST IMPORTANT
TOOL FOR A SUCCESSFUL MEETING
Prepare a Meeting Plan
(Name the meeting + write a purpose, desired outcome and agenda, remember breaks)
AGENDA EXAMPLE 1 – WEAK
WHAT WHO WHEN
Theme 1
Theme 2
Theme 3
A WHAT/WHO/WHEN-agenda says nothing about the process or method planned for each theme.
AGENDA EXAMPLE 2 - STRONG
WHAT HOW WHO WHEN
Meeting Plan* Purpose, DO, Agenda Leader From-To, 10min
Example: 0800-0810
Theme 1 Ex: Brainstorming Facilitator Ex: 0810-0830
Theme 2 Ex: Clarify, Eliminate Duplicates, Vote Facilitator 0830-0900
Break Coffee, etc All 0900-0910
Theme 3 Presentation on flip charts Facilitator 0910-0925
Action Plan Who - What - When Facilitator 0925-1000
Evaluation** What was good, how to improve Facilitator 1000-1010
*Always first point on the agenda. **Focus on process or method
A WHAT/HOW/WHO/WHEN – agenda is a planning tool. This is to help those responsible for
the different themes (the What) on the agenda to plan the process or method for their themes.
By thinking through the processes (the How), one can prepare the various tools to be used at
the meeting (examples are
presentation charts, an
oral presentation, proposed
solution for dialogue, etc.).
In this way, the agenda is
not simply a haphazard
listing of subjects done 10
minutes before the start of
the meeting. It is a planning
tool for all participants in
the meeting.
WHAT?
That which is to be covered within
the given time of the meeting
The method or process to be used
on the subject named (theme)
Who will be the facilitator for
that part of the meeting
From – to time of the meeting
for that subject
HOW?
WHO?
WHEN?

4. MORE TIPS
The meeting plan is always the first point on the agenda.
This is where you tell participants why they have been asked to attend the meeting (Purpose),
what is expected for all to end up with at the end of the meeting, or what contribution is
expected from them (Desired Outcome), and how the time will be spent to achieve the DO (the
agenda). This is the time for clarification and understanding for participants (why was I invited
to this meeting?), to motivate all to contribute to the success of the meeting. This is the time
to adjust the plan if needed, with respect to purpose, desired outcome, agenda and roles.
AGENDA
An agenda is only a tool to estimate the use of time during the meeting – a plan and best guess
for the use of time before start. If it is realized during the meeting that more or less time is
needed than what was planned, the facilitator can take a “time-out”, to decide how the group
wants to handle it. It may mean more or less time can be spent on other agenda items, or noted
for treatment at another meeting. Another possibility to get everyone’s accept to extend the
closing time of the meeting.
TIPS:
Write the proposal on a flip chart (maybe on more than one page if there is a considerable change)
and place the flip chart on the wall visible to all during the rest of the meeting.
Meeting Plan example (Title or Name of the meeting, Purpose, Desired Outcome, Agenda)
FOLLOW-UP MEETING DATE: 2014-04-01
PURPOSE OF THE MEETING:
To work on, present, inform about, or…
DESIRED OUTCOME:
Agreement on…
Have a good foundation for doing…
A list of xx number of ideas for a solution to the problem of…
WHAT HOW WHO WHEN
Meeting Plan* Purpose, Deesired Outcome, Agenda,
Ground Rules, Dialogue
Leader From – To Ab 15
min (0800-0815)
Theme 1 E.G. Brainstorming Facilitator 0815-0830
Theme 2 Clarification and Dialogue Facilitator xx – yy
Theme 3 Voting Facilitator xx – yy
Action Plan What – Who – When Facilitator xx – yy
Evaluation** Plus (good) and “delta-plus” (to improve) Facilitator xx – yy 15min
* Always 1st point on the agenda
** DO and process
An agenda is not
carved in stone!

5. MEETING PREPARATION (GRID STANDARD)
the responsibility of the person calling the meetings
The responsibility of the person calling the meetings
Think through the purpose and desired outcome. Write it down for yourself on a flip chart.
(In meetings where flip charts are not used, the purpose and desired outcome should be
described orally.)
Write the agenda on a flip chart, and involve participants who are responsible for one or more
subjects on the agenda in the “How” – column. In this manner, the agenda is a planning and
preparation tool for the person with the responsibility for one or more subjects, and they may
thereby be and appear as well prepared at the meeting.
TIPS
If there will be external participants, for example in a customer meeting, prepare your meeting plan
a long time ahead, as ‘a suggestion’. Then ensure that the customer understands and agrees on the
desired outcome, and that he thereby understands that the time is wisely allotted.
TIPS
The meeting plan should be presented on flip charts at the outset, and then hung on the wall for all
to see during the whole meeting. All can then check that the purpose, desired outcome and agenda
(the use of time) are on track. It is especially important that the agenda is clearly visible all the
time, for all to see how we are doing in relation to the planned work and time.
Change points on the agenda if the customer or others suggest a different focus, emphasis
or use of time. In this way you show respect for the customer and participants. There should
be coherence between the two columns of ‘How’ and ‘When’.
Evidently, participants from your own organization should know the meeting plan in advance,
so that those who have facilitator responsibilities for point on the agenda are well prepared,
both with respect to content and process.
If you think it is prudent, involve customers or other ‘externals’ in the meeting plan. Send out
the detailed meeting plan, along with the invitation in advance so that participants are properly
prepared for what’s coming.
Remember breaks,
fresh air, food and drink

6. PREPARE THE ROOM
• Do we have all tools and materials? Check with all facilitators and presenters
• Climate – air
• Food – drink
• Take the lead After normal small talk, invite participants to see and listen to the presentation
of the meeting plan – the purpose, desired outcome and agenda
• Keep to the agreed time
If appropriate, plan date and time for the next meeting. (Part of the Action Plan)
• Send out the meeting minutes within 24 hours
FOUR MEETING ROLES
Leader, facilitator, recorder and participant
A common misunderstanding is that the person calling the meeting will be leading the meeting.
It must be emphasized that it is the desired outcome that is the goal of the meeting. (DO and
goal are identical concepts). It is often a leader (company president, department head, project
manager, strategic counsel, etc who sees a need for, and calls a meeting. That is why we say
that it is the leader who is responsible for the result – but not necessarily the process that leads
to the result or outcome.
The wise leader does not make himself the
center of attention, believing that simply calling
a meeting will give him the desired outcome
without thinking about how. There are often
others in the company or the team who are
better at process facilitation, and thus obtaining
the desired outcome. Therefore, the leader
should involve key individuals, both internal and
external, and think through the process of the
meeting – especially the ‘What’ and the ‘How’
columns on the agenda. Each point on the
agenda will have a facilitator, a process-
responsible person, to facilitate the activity
with a given time limit. Several individuals
may contribute to the process or method, even
if they have no formal process responsibility.
Participants will be named as responsible for
tasks on the action plan – to be achieved after
the meeting. Think carefully about who you
invite to a meeting. Only those who are involved
in process, tasks, ‘expert input’ and those who
will be affected by the outcome of meetings
should be there. Don’t waste people’s time.
ROLE PROCESS CONTENT RESULT
Facilitator X
Recorder X
Participant X
Leader X
RESPONSIBILITY
SEND OUT
THE MEETING
MINUTES

7. SUMMARY, MEETING ROLES
Leader: The person who has administrative responsibility. S/he initiates and calls to meetings,
and puts words on the desired outcome, but does not necessarily ‘lead’ the whole meeting,
or facilitate points on the agenda. The leader welcomes participants, and may present the
meeting plan.
Facilitator: Someone appointed by the leader to facilitate the whole meeting or parts of the
agenda. The principal facilitator is responsible for the process of the whole meeting, and is
therefore involved in the planning and preparation. Other facilitators may be responsible for
one or more items on the agenda. (Different names in ‘Who’ column.) A facilitator must be
neutral on content and suggest processes and work methods, thus helping participants on
content. A facilitator who expresses a special interest in content can easily lose track of the
process, and thus weakening the quality of the process. We can only focus consciously on
one thing at the time.
Participants: Contribute knowledge, special competence, and skills that help achieving the
desired outcome. Exceptionally, they may suggest process and helpful approaches and methods
as well.
Recorder: Someone who is appointed responsible for recording content during the meeting, and
preparing and sending out the minutes after the meeting. The recorder may also be involved in
the planning, preparation and sending out the meeting plan and materials before the meeting.
S/he takes care when minutes are sent to people who were not participating at the meeting,
that they will understand the documentation – perhaps by sufficiently describing the Purpose,
Desired Outcome, Agenda, Action Plan, content and conclusions.
TIPS
How to deal with well-intentioned input off the agenda?
Create a ‘bin’ on a pre-prepared flip chart to record the point for
all to see. This shows respect for the person and idea, and frees
the individual to ‘reenter’ the meeting. This could also be named
a ‘parking space’, or ‘to be considered at a later agenda point, or
during action planning’. Frequently during meetings participants
suggest ideas or issues that in themselves are interesting and/or
important, but off the agenda. These points may sometimes have
been forgotten during the planning before the meeting, or during
the presentation of the meeting plan at the start of the meeting.
Possibly, the facilitator may say, “Thank you for this input,
I’m sure you can see that this is not the subject at this time, but
we should record this not to lose it”. There are several options: one may change the agenda, if the
subject is important enough at this meeting, move it into another subject later on the agenda, or put it
into the action plan. The goal is to achieve the desired outcome first.
Bin

8. GROUND RULES FOR THE MEETING
- we agree on this
Meetings are often ineffective and not achieving desired outcomes due to interruptions,
inattention and mind dispersions during the meeting. One effective method to avoid this is to
present a pre-prepared list of ‘ground rules’. The facilitator presents the points one by one for
agreement before the meeting. Participants may suggest changes. This is especially valuable
for longer lasting meetings – those lasting a half or full day.
The following list contain good examples of points on such a list. Choose those that suit your
meeting the best. Some are worth using at all meetings, such as “no food, drink, mobile phone
or PC in the meeting room”.
GROUND RULES
1 Responsibility for own learning
2 Good to fail, there are no stupid questions (all learn from it)
3 Keep to agreed times (start, breaks…)
4 No side conversations (express comments in plenary)
5 No food, drink, mobile phone, PC in meeting room (OK during breaks)
6 OK to disagree
7 Everyone present the whole time
8 One speaks at the time
9 See needs – help when needed
10 Confidentiality
Origin: Freely after many years of cooperation with, and coaching by Anders Skoe, ICS
MEETINGS AND
BRANDINGA meeting is also a brand touch point
for a company. It is a communication field,
which can be planned and designed.
A MEETING IS AN OPPORTUNITY
•To strengthen (or weaken) the value added
of a brand
•To obtain increased positive (or negative) attention
•To build brand recognition and knowledge
•To tell a relevant brand story
•To increase (or decrease) customer loyalty