First major meeting issue – is the meeting really necessary?
Ingrained “meeting rituals” have existed in every organization I have ever worked for. Many meetings through habit or even plain bad practice become nothing more than “disguised working” or even ritualized “social events”.
Often, if we think clearly about it, desired work outcomes from both a time and effort perspective can be achieved through a simple face to face discussion between two individuals, a telephone call or even an email exchange. One good meeting value test is to think about how long has it been since anyone asked “why do we have this meeting”. Because of the obvious politics of organizations this querying regarding value should be instigated by the individual who calls the meeting. To maintain the value of meetings it is wise to periodically go through your meeting schedule and review their effectiveness or whether they are really necessary at all. One indicator that a regularly scheduled meeting has lost its value is that decision makers are no longer attending attending and or if substitutes are regularly sitting in. If this type of behavior is occurring we need to seriously question the validity of the meeting.
Second major meeting issue – is the meeting adding value or just sucking energy?
Before we do anything else we must set a concrete objective for the meeting. If the objective is valid we must review our meetings by asking… is there an agenda and are minutes distributed? Do we make decisions and has anything happen as a result of the last meeting? If there is a negative response to any of these issues the likelihood is that our meetings are merely ineffective energy suckers.
Point: Without an agenda a meeting is nothing more than a “talk-fest”. When the agenda is prepared it must to include a description of the meeting objectives, a list of the topics to be covered, notification as to who will address each topic and strict timing set for each discussion or presentation. It almost goes without saying that the agenda must be strictly followed during the meeting. Make sure as part of the agenda there is time allocated to assess what took place in the meeting and a plan to improve the next meeting.
Third major meeting issue – conducting the meeting.
Quick checklist: Be sure that all input required is actually delivered and do not finish any discussion without deciding how to act on decisions made. Ensure that minutes are kept and are accurate. Ensure your meeting has a timekeeper to keep things flowing and a gatekeeper to deter intruders. If the meeting decides on actions to be taken make sure that there is an agreed measurement of success for each action and a deadline set for completion.
Other meeting issues – danger signs, ask these questions
Is one person often late? One latecomer that keeps six other highly paid executives waiting ten minutes loses one hour of productive and expensive time. Insist on punctuality, start and end on time.
Are arguments usually won by the loudest and most persistent participant rather than the individual with the most logical points to offer?
Are decisions are usually taken based on the perceived status or power, or on suggestions made by the highest ranking position in the room?
Are meetings are often highjacked by those with a secret or personal agenda? This practice must be squashed as soon as it appears.
Is it common for individuals to answer mobile phones or send text messages during meetings?
Has the meeting become a forum for show-offs and corporate politicians?
If any of the above is occurring best remember Douglas McGregor’s ‘rules’ for effective meetings
Effective Meetings only occur if they have…no tension, no boredom, everyone counts and contributes, no undue deference nor domination by the leader, understanding the goal with commitment by all, relevance is maintained, disagreements are aired without ill feeling, criticism is constructive and freely given, consensus is sought, feelings are expressed as well as ideas and clear assignments are made.
Some more basic ground rules for effective meetings
Ground rules should establish:
An insistence that all participate in a business like manner and be willing to offer opinions or suggestions.
What issues to focus on and that “red-herrings” and or wandering off into side issues will not be tolerated.
That momentum must be maintained and that getting bogged down in issues that can be decided on, or reseached outside the meeting, are not allowed to soak up valuable time.
Decisions must be taken and topics closed when neccessary.
Confidentiality of topics being decided must be respected and meeting activities should not be discussed outside the meeting with others not involved in the process.
At the end of a meeting always review actions and assignments and set the time for the next meeting.
Not a full list however if you can overcome the common shortcoming mentioned and implement the practices suggested you will have meetings of far greater value. Lets face it, most managers will tell you that many of the meetings they attend are just a waste of time.
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