2. Regardless of Your Role, You Are Judged on How You
Handle a Meeting
Time
Management? Managerial/
Leadership
Skills?
Problem
Executive
Solving
Presence?
Capabilities?
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3. Steps to an Effective Meeting
• Establish the need
• Set a clear agenda
• Arrange logistics
Plan • Define roles and responsibilities
• Pre-position key contributions
• Identify and overcome barriers
• Follow the agenda
• Record group thinking
Do • Practice good meeting behaviors
• Encourage participation
• Identify next steps
• Note benefits and concerns
• Evaluate effectiveness
Review • Circulate meeting summary
• Follow up on next steps
• Incorporate benefits and
concerns into next meeting plan
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4. Effective Meeting Checklist
Date: ____________________ Purpose: ____________________
Activity Yes No
1. Was an agenda sent out ahead of time? _____ _____
2. Were objectives clear? _____ _____
3. Were handouts and meeting aides prepared in advance and presented at the meeting? _____ _____
4. Was the meeting room set up properly? _____ _____
5. Did the meeting start on time? _____ _____
6. Was the agenda followed? _____ _____
7. Did participants understand what was expected of them during the meeting? _____ _____
8. Did the meeting end on time? _____ _____
9. Was there good participation in the meeting? _____ _____
10. Was the meeting controlled? _____ _____
11. Was the meeting summarized? _____ _____
12. Were participants’ problems, concerns, and needs sought? _____ _____
13. Were decisions made or action items assigned to resolve problems? _____ _____
14. Were commitments asked for and made? _____ _____
15. Were follow-up reporting times established? _____ _____
16. Did meeting leader practice good interpersonal skills: active listening, paraphrasing,
and _____ _____
_____ _____
_____ _____
_____ _____
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5. We Participate in All Types of Meetings
Presenting Facilitating
Lecture/Presentation 20%
80%
50%
50%
80%
20%
One-way information Project updates, Staff meetings, Decision-oriented
sharing meetings, management reviews standing committee meetings, problem-solving
briefings meetings meetings, task force
meetings, team meetings,
project team meetings,
focus groups
Source: How to Lead Work Teams: Facilitation Skills, Fran Rees.
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6. Meeting Roles: Client/ Team Leader
• “Owns” the meeting—sets the objectives
• Determines the participants
• Provides support, information, and resources
• Sets the tone
• Encourages creativity
• Makes decisions
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7. Meeting Behavior: The Leader Sets the Tone
• Demand serious preparation, attention, and effort
• Set high—but reasonable, achievable expectations
• Speak in terms of “we” instead of “I”
• Make the team realize that the task is important
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8. Meeting Roles: Resource/ Team Member
• Generates ideas and recommendations
• Adheres to the agenda
• Practices good meeting behaviors
• Completes assigned tasks
• Participates actively
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9. Meeting Roles: Facilitator
• Guides the process
• Make it “safe” for everyone to participate
• Records group ideas and decisions
• Monitors time contract
• Brings team back on-track when needed
• Helps headline and clarify ideas
• Aids team performance
• Provides feedback
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10. The Group Memory: Flipchart Recordings
• Helps the group focus
• Provides instant record of meeting content
• Encourages participation
• “Depersonalizes” ideas
• Increases sense of accomplishment
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Notes de l'éditeur
Meetings can be an important professional development tool as well as an effective way to get things done. Your participation as a resource highlights: Your ability to contribute to the future of the company. Your creative problem-solving skills. Your technical, content, or analytical contribution. Your role as a meeting leader highlights: Your ability to synchronize and integrate across functions. Your ability to role model culture change and new leadership style. When you facilitate a meeting, you are on stage in terms of: How effectively you lead the group. How well you manage the group’s time. Your executive presence—whether you lend authority to the proceedings. The outcome—how successfully the group’s problem(s) were solved. Before we discuss the process of ensuring an effective meeting, lets review the roles we’ll each be playing in the forthcoming meetings … They are leader, resource, facilitator. Remember these are roles not titles and within the course of his project some of us will have played all three roles, sometimes two in one meeting …
Effective meetings don’t just happen. The leader and facilitator PLAN them carefully, DO (or execute) them skillfully, and REVIEW their results
The Team Leader is the person who called the meeting. With the facilitator, the leader sets the objective and establishes the agenda. The leader also determines who should participate in the meeting—the resources. The leader may also act as a liaison between this team and other groups; obtaining data, technical expertise, etc. The leader sets a positive, business-like tone for the meeting and creates an environment that encourages creativity and is conducive to success. The leader is the final decision maker, not only on the issues discussed in the meeting, but also on the meeting itself. For example, the leader may decide that an agenda item must be deferred because of missing information, etc. Depending on the leaders background, they may play the role of a resource. They may also act as the meeting facilitator
The team leader really does set the tone: Demand—if you take the meeting seriously, so will the team. Set high—participants will be more motivated if they have a challenging, but do-able agenda. Speak—focus on the team. Role model effective problem-solving, creativity, culture change necessary to achieve aggressive business goals.
While the team leader and facilitator have special responsibilities, the team members, or resources, are also responsible for the success of the meeting. All team members must: Contribute their ideas—they are valued resources; that’s why they are in the meeting. Adhere to the agenda—everyone has a personal responsibility
The facilitator is the keeper of the process. The person in this role is focused not on the specific content of the meeting (i.e., what is being discussed), but rather on the process of the meeting (i.e., how it is being discussed). It is often difficult to focus on content and process at the same time. That is why we have a dedicated facilitator when we are working complex or controversial issues. The facilitator makes it “safe” … he/she makes sure that everyone is allowed to participate, that no idea is discounted, etc. The facilitator harnesses creativity by stimulating, capturing, and synthesizing ideas. The facilitator also makes sure the agenda is being followed and the time contracts are met. When participants get off-track in their discussion, the facilitator brings the group back into focus without shutting down participation. Facilitators influence the content of the meetings in many ways through developing strawmodels, coaching leaders, assisting resources with their next step assignments, conducting analysis activities while in the meeting. The facilitator's role is a neutral one, focused on process. If however, the facilitator feels that providing content would be value added during the meeting a predetermined role switch indicator ( e.g., physically miming the removal of one hat and replacing with another to show stepping out of facilitator role and into resource role) should be done. There are many meetings that are relatively straightforward which the team leader will facilitate (staff meetings are an example). Sometimes the team leader will feel that he/she needs to focus on content and will ask a team member to facilitate. Sometimes—when the issue is very complex or controversial, the team leader will request a facilitator to focus on the “process” side of the meeting.
Option: verbally idea generate as to why we use flipcharts to record meeting ideas. You may be uncomfortable with flipcharts initially, but from our experience we can tell you that they really increase meeting effectiveness by: Serving as a physical focal point which reemphasizes the topic being discussed. Providing an instant record—no need to record “minutes” separately. Encouraging participation—ideas are noted and given importance. “ Depersonalizing” ideas—after several ideas have been recorded, any single idea loses the personality of the individual who offered it. This allows the group to focus on content rather than personality. Increasing the team’s sense of accomplishments—lists, decisions, next steps, etc.—enables team to see a tangible result. A misperception by many is that the person wielding
