II. Prepare the agenda of the meeting.
The meting leader is usually responsible for the agenda. When possible, solicit attendee input and comment on the agenda prior to its finalization. The agenda serves several purposes:
A guide to prepare for the meeting.
Tells participants in advance what is to be considered and what is expected of them.
Provides a structure to maintain order and control.
Focuses and facilitates discussion and keeps the meeting moving along.
Provides a standard to judge the success of the meeting.
The following are the essential elements of an agenda:
Topic of the meeting.
Purpose of the meeting.
Who called the meeting.
Who should attend.
Location, time.
Agenda items.
By circulating the agenda in advance of the meeting, you’ll increase the chances that attendees will be prepared and that any suggestions for adjustments to the agenda will be received in advance.
Managers should avoid the pitfalls encountered that have ruined many meetings.
Pitfalls which lead to a failure of a meeting
Meetings are not a good place to do detailed analyses, resolve personnel problems, attempt to convert ideas into words or drawings, organize data, or edit reports. If you have a valid reason for a meeting, avoid the pitfalls encountered that have ruined many meetings:
Too many participants-A common rule is that the probability of meeting success is inversely related to the number of participants.
Wrong participants-Uninterested attendees will impede a meeting. The right mix of people is important.
Unequal participation-At the meeting some participants can be more active than others. If all attendees are not drawn into equal participation, the meeting will fail due to intimidation of the weaker attendees.
Fear of attack - If individuals feel they will be attacked personally rather than having their ideas discussed, the meeting will not be productive. It takes attention and effort to create an atmosphere of safety for all meeting participants.
Inadequate preparation-Successful meetings don’t just happen. It takes more than setting a time, place, and topic.
Lack of focus-Without a clearly stated focus of the meeting, agreed upon by the participants, they will assuredly each charge off in their own directions once the meeting begins and there will be no progress. The same result will occur when there is not a clear definition of who is responsible for what at the meting.
Topic and authority don’t match-A group meets to discuss an issue that they have no authority to resolve.
Poor meeting environment-Meeting room is too small for the number of attendees, or too large, too hot, too cold, and so on.
Wrong time-Evening meetings compete with fatigue and personal plans, those immediately after meals may suffer from low energy levels.
The routine meetings-Be suspicious of routine meetings, like the weekly staff meeting that occurs every Monday at 8:00 a.m., for example. It is a time waster. Such meetings are held too frequently, are poorly planned, include too many people, and last too long.
4. During the meeting four general functions are fulfilled. In some cases, the chairperson and facilitator roles are combined into one individual. The chairperson, in addition to being an active participant, sets the agenda, can argue a point of view, and is the spokesperson for the group. Facilitating the meeting involves keeping the group focused on the task at hand by suggesting procedures, protecting group members from attack, and make sure everyone has a chance to speak. The recorder is, ideally, not an active participant and is there solely to record enough of the meeting so that the ideas and results can be accurately recalled. The group members are the active participants who determine the course of the meeting. The success of the meeting depends on the open and spontaneous interaction of participants.
The success of the meeting depends on the open and spontaneous interaction of participants. Here are a few tips for the chairperson, note-taker and active participants at the meeting:
1.Leading meetings.
Managing a meeting is simply managing and communicating with people. To get a good decision out of a group, don’t argue your own point of view. Feel free to present your view, but listen to and consider the views of others. Look for the best alternative available. At the end of the meeting, check your perception by summarizing the results. Check for any second thoughts, questions, or suggestions. Establish who is responsible for any action items and when. Ask for any suggestions on how to improve the next meeting.
Notify all participants about the meeting
State the purpose of the meeting clearly, but not in a bossy way
State an estimated time for adjournment
Use informal rules of order
Conduct the meeting by using commonsense methods
Use visual aids to show everyone the major ideas discussed thus far
Keep the meeting moving its goals
Work towards consensus, not confrontation and early votes
Thank all participants for attending the meeting
For your own growth as a chair, tape-record several meetings.
2. Keeping notes.
The recorder plays an extremely important role in the meeting. His or her notes serve as the collective memory and can be a very valuable working tool for the conduct of the meeting itself. After the meeting is over, notes should be used to develop the minutes of the meeting or a memorandum describing the results. The memo should describe how the group defined the problem, the alternatives considered, how alternatives were evaluated and what criteria were used, and the decisions made.
3. Participating in meetings.
Contribute information
Show that you listen to others
Notice nonverbal reactions
When appropriate, suggest positive alternatives
Praise whenever possible
Use your social skills.