How to Conduct Effective Meetings

Have you ever been involved in a meeting and felt totally frustrated? Do you believe that most meetings are a waste of time? Do you find that people coast in meetings and don’t really accomplish much? Well, you are not alone. However, it doesn’t have to be that way.

Most meetings have the goal of giving or receiving some type of information.  The chairperson waits for everyone to arrive and then starts to tell everyone what’s new, what’s been happening or where he or she wants the organization to go in the future. This is typically not a productive use of time for all the assembled people.

The best use of a meeting is when the objective is to have personal interaction of the individuals present and the dynamic of give and take is critical to a successful outcome. Team building or problem solving are examples of a valid reason to have a meeting. Reading memos, handing out reports, or sharing the newest rules and regulations are low pay off activities for meetings.

The process of the meeting has great impact on the productivity of the meeting. When you consider how unique each individual is you begin to realize how difficult it is to make a large meeting productive. Some people are anxious to get going to something else and have difficulty paying attention. Others are concerned how others perceive them or how they will pay the rent this month and zone out mentally during the meeting. Some are totally disappointed that they have to sit through a meeting led by a person who can’t even start the meeting on time.

Leading people is just like trying to sculpt Jell-O. You must become a student of people and a master of communication. Then you need a process that will appeal to each member of the group. This means you must include some variety.

As a fighter pilot I learned the value of a checklist. Before you schedule your next meeting use this checklist to determine if you should have a meeting and how to make it more productive.

• How much will the meeting cost?

Multiply the hourly worth of each person by the length of time of the meeting. Don’t forget to include transportation time.

• Can you get or give the information some other way?  Are you and your people using modern technology?  E-mail, Fax, phone, memo, reports, charts?   Don’t assume people read this stuff; inspect what you expect.

• Why is the group dynamic so important to reach your goal?  Are you consistently having one-on-one meetings with your direct reports? 

Do you understand each member of your group, including their hidden agendas?

• Have you included all the right people? Have you left anyone out who might get his or her feelings hurt?

• What is the goal of the meeting?

Ok, if you still believe a meeting is critical, try it this way.

1. Send out an agenda with a note that states the purpose or goal of the

meeting. Include when it will start, who will attend and when it will end.

2. Use an agenda that clearly states each topic to be covered with a

specified time frame for each. Try using a timekeeper and a scribe during the meeting.

3. Place the most important item first and request comments from the

junior or more reserved and quiet members first.

4. Design questions and seek answers that provide suggestions as well as

information and opinion. Usually it is the suggestions that supply the seeds of future success.

5. Send out a meeting summary after the meeting. State who attended, who was late, and who was absent. Review items discussed and decisions reached. If action was agreed on record and underline or highlight who will do what by when. List the date, time and place of the next meeting.

Remember this: the chairperson is the servant of the group.  He or she gets pleasure from achieving the goals of the meeting.  Listen more than you talk.   Good luck.