AUGUST 2006
by Randal Godden, Chairman and CEO, at TEC South Africa
This article was first published in Real Business, a supplement to
Business Day which appears on the third Monday of every month.
While meetings are a necessary element of business, research shows
that a large proportion is unproductive at best. We have developed
a series of steps that are ideally suited for performance review, planning
and problem solving meetings.
MEETING PREPARATION
Clearly define the purpose of the meeting and
the specific objectives and then clearly communicate these objectives.
The more complex the meeting, the more benefit will be derived from
carefully planning the desired results, which must be specific, measurable
and attainable within the time frame.
The next step is to consider how to accomplish the outcomes. Firstly,
ensure that a meeting is the most appropriate format. Establish an
agenda that will keep the meeting on track and also carefully define
which areas or tasks will not be discussed and, if possible, establish
time frames for each task or topic.
One of the key success elements of an effective meeting is selecting
the participants. Only people who need to be there should attend, including:
- The person with authority to make and implement decisions
- Internal and external experts on the topic
- Those who will be responsible for implementing decisions / actions
(Their involvement achieves “buy in” and more effective
implementation)
- Any other person who can bring a unique perspective or creative
talent
- And, perhaps a potential manager for educational purposes.
For most meetings five to seven people is ideal, up to 12 is manageable
and more than 12 requires very effective facilitation. Meeting logistics
should be carefully planned to include duration, frequency, equipment
required and seating arrangements, as well as the site and environment.
Ensure all participants have timely warning of the meeting, including
its purpose, desired results, agenda and any preparation. Where possible,
issue prescribed data well in advance. Meeting participants should
review data and arrive with key issues identified and, where feasible,
possible solutions for course correction. With regular management meetings,
ensure financial reports are issued well before the meeting as the
financial review should be based on what needs to be done differently,
and not just a historical review.
DURING THE MEETING
Establish clear meeting rules which will allow
for enthusiastic and conflicting views while avoiding unproductive
conflict. For example, start and end on agreed time frames, minimise
interruptions and focus on issues not people blame. Also ensure open
and frank discussions with only one person talking at a time and that
everyone contributes.
Meeting roles should be shared for efficiency and personal development.
The critical roles in any meeting can be summarised as follows:
FACILITATOR OR CHAIR
Ideally separated from the decision maker,
a good facilitator plans the session, orchestrates the process, encourages
openness, clarifies issues, discussion and decisions, ensures full
team participation and reviews meeting success and future modifications.
DECIDER / DECISION MAKER
Although this takes the final decision
and plans implementation, it also needs to ensure team participation
and learning, achievement of the desired results, on time by the team,
support and encouragement of different ideas, planning effective implementation
and avoiding personal domination
ADMINISTRATION
This role is to manage the efficiency
of the meeting, including facilities, timing, effective communications,
minutes preparation and distribution and recording of decisions, for
example,
RESOURCES
The remaining team members act as Resources,
which entails thinking, listening, learning and sharing knowledge,
options and ideas. They must also assist in keeping the meeting “on
track” and avoiding unnecessary activities or discussions.
Ensure there is sufficient time at the end of the meeting to summarise
the meeting results and assignments, including responsibility, desired
outcomes and time frames, plan the next meeting and proposed agenda
as well as the effectiveness of the meeting against the specific objectives
and possible future changes.
POST MEETING REQUIREMENTS
Ensure that brief but specific minutes are
published within 48 hours of the meeting, the main content of which
should be decisions taken and actions required, including responsibility
and time frames. In many instances, the minutes may be a useful to
other staff members as to the meeting outcomes.
What gets done is usually what we “Inspect” not what we “Expect”,
and it’s management’s responsibility (usually the Decider)
to hold people accountable for outcomes.
The follow-up should also establish the need for review or modifications
if results are not on track.
Many of the steps, particularly in the Preparation phase, can be
handled by an effective assistant and should be used even with “emergency” meetings.
The overriding issue to effective meetings is defining the purpose
and objectives for the meeting. All the other steps are to ensure the
greatest chance for achievement.
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