| End wasteful, expensive and non-productive meetings | | | | outcome of the meeting and who will attend the |
| forever. If you are looking for ideas to help your | | | | meeting. It should provide specific items to be |
| company stay competitive in this economy, start | | | | discussed and who will be responsible for each aspect |
| making every meeting count. | | | | of the agenda. An agenda should be distributed at |
| You know how much time is wasted in unproductive | | | | least 48 hours in advance of the meeting to allow |
| meetings. And you know how much money is | | | | people to be prepared. The more time you plan |
| wasted in unproductive meetings. Read on to | | | | ahead, the more likely you are to get the people you |
| understand how you can apply 7 simple steps to | | | | need and that those people are prepared. |
| running effective meetings and start running meetings | | | | 4. Appoint a time keeper |
| that will increase not decrease your bottom line. | | | | The time keeper's job is to notify the facilitator at |
| Company meetings, project meetings, team | | | | key points during the meeting to keep things running |
| meetings, one-time meetings, on-going meetings, | | | | on time. The time keeper only knows what the time |
| none should be exempt from planning for success. In | | | | constraints are based on a well thought out agenda. |
| fact, even impromptu meetings should be productive. | | | | If you leave the timing of the meeting up to the |
| Someone once said "Application is the only evidence | | | | facilitator, they will focus on watching the clock |
| of learning." | | | | rather than running a good meeting. Make sure you |
| Start applying these 7 steps to well-run meetings and | | | | cover this detail. |
| teach your entire company how to make every | | | | 5. Appoint a scribe |
| meeting count. | | | | The scribe's job is to take notes and distribute them |
| In your company .... | | | | after the meeting. Again, by leaving this critical task |
| -- Is it OK for people to show up late for meetings? | | | | up to the facilitator, focus is taken away from the |
| -- Is it OK for people to not show up at all? | | | | purpose of the meeting. Notes are not as clear as |
| -- Is it assumed that the meeting won't be | | | | they need to be as the facilitator is too worried |
| productive? | | | | about capturing information and not on what's getting |
| -- Is it typical that meetings don't have agendas or if | | | | done. The scribe needs to know what method to |
| they do, they aren't adhered to? | | | | use to distribute them (email, hard copy -- who gets |
| -- Is someone in charge of each meeting to ensure | | | | them?) and how soon after the meeting the leader |
| the meeting starts and ends on time? | | | | expects them to go out. |
| -- Are notes taken at the meeting distributed in a | | | | 6. Start each meeting on time |
| timely manner? | | | | Don't wait for stragglers. It's their job to be there on |
| -- Do people waste a lot of time in unproductive | | | | time and to catch up (after the meeting is over) with |
| meetings? | | | | what they missed. How to cure perpetually late |
| -- Does it seem like people spend way too much | | | | meeting interrupters? (If they let you know in |
| time in meeting after meeting? | | | | advance they were going to be late, that's a |
| If you answered yes to any of these questions, | | | | different story. I'm talking about people who simply |
| teaching your team these 7 simple steps to running | | | | can't get their act together and constantly show |
| effective meetings will fundamentally change your | | | | disrespect by showing up late to all meetings). Close |
| company's culture and improve your bottom line. | | | | the door and when they try and come in, don't let |
| 1. Make sure there is a facilitator | | | | them. Tell them they can read the notes from the |
| The person in charge of running a meeting is called | | | | meeting and let them know you hope they can be |
| the facilitator. Their job is to make sure the agenda is | | | | on time for the next meeting. Not allowing people to |
| followed, the meeting is productive and that the | | | | interrupt your meetings by being late will stop if you |
| purpose of the meeting is met. This may be the | | | | just lay down some ground rules in advance. |
| leader or the person who called the meeting, or could | | | | 7. End each meeting on time |
| be a third party, depends on the size, complexity and | | | | Make sure the time keeper keeps you posted on |
| length of the meeting. They are also responsible for | | | | where you are with the agenda. Ending a meeting on |
| establishing The Parking Lot -- an effective tool | | | | time will gain you respect as a leader -- showing |
| where ideas that come up in a meeting but aren't | | | | people that you respect their time. If it looks like you |
| relevant to that specific topic are captured to be | | | | aren't going to get to the entire agenda before the |
| taken care of at another meeting or through work | | | | meeting is over, ask for permission from those in |
| assignments. | | | | attendance to extend the meeting. It's a judgment |
| 2. Plan ahead where possible | | | | call on the leader's part as you may lose a lot of |
| There are meetings we can plan in advance and | | | | people who have other commitments and can't stay. |
| meetings that we have to call at the last minute. Try | | | | The meeting may not be productive if you lose key |
| and avoid the latter. But if a last minute meeting is | | | | people. |
| absolutely necessary, keep it short, be very focused | | | | 8. Distribute the notes of the meeting quickly |
| on what the meeting is about and make sure | | | | Before adjourning, let people know they will be |
| everyone is clear, when they leave, what the | | | | receiving notes from the meeting by a certain date. |
| meeting accomplished. A poorly planned meeting is a | | | | The scribe should get the notes ready for distribution |
| waste of everyone's time. | | | | immediately after the meeting is over. Don't let this |
| 3. Provide an agenda | | | | critical step in the process negate a productive |
| An agenda states the time, location, purpose and | | | | meeting. |