How to make meetings work better & be less boring
Meetings are essential for keeping people informed and coordinating activities but, all too often, do the opposite, whilst wasting large amounts of time. This article will give you ideas you can use to keep meetings on-track and effective, from the free Charity Excellence Framework online toolkit.
Prior to the meeting
Decide whether you actually need a meeting at all, or if this could be dealt with either by e-mail, or a couple of colleagues working together. Try this:
(meeting length in hours + average travel time) x numbers attending x number of meetings annually x average daily salary rate = annual ￡ cost
If you do need a meeting, decide if everyone really needs to be physically present. Alternatives include conference calling and virtual meetings.
o Issue the agenda in good time; list the agenda items, who will lead each and its purpose (decision, information, discussion), with adequate time allocated for each. If it absolutely has to be a long meeting, build in time for at least a stand up and stretch break.
o Circulate papers in advance to give people time to read these and, if necessary discuss issues with colleagues, ahead of the meeting.
o Large meetings are fine, if you're giving people information, but don't invite lots of people if you need to make decisions, it doesn't really work. Surveys tend to work better, as it enables everyone's view point to be taken into account. The coefficient of inefficiency is a (semi) humorous theory on meeting size.
o Invite those who need to be there, because their specific expertise is required, not because of their seniority.
o And diversity stands as an equality issue, but it's also about diversity of thought. If eveyone in the room thinks like you, you'll probably all agree and make decisions everyone supports. It feels good, but you'll be less effective than you should be and, potentially blind to risks; group think. Try inviting the junior staff, the disrupters, those with different skills, or lived experience, to bring new ideas and thinking.
o Be even more creative - consider holding a standing, or walking meeting, or choose an outside location.
o But do not invite everyone to every meeting or every agenda item, even for regular meetings. if you're feeling brave, make attendance at your next meeting optional and see how many people turn up.
o Ensure that you send your apologies in good time, if you are not able to attend.
At the meeting
· The chair should ensure that:
o Discussion remains focussed on the agenda item to be discussed.
o Everyone has the opportunity to speak and no one is allowed to dominate the conversation.
o Anyone not participating is brought into the conversation by inviting them to contribute.
o He/she intervenes, if anyone is behaving in an way that is inappropriate or not helpful. If necessary, speak to them privately after the meeting.
- It's usually better and easier to guide them in how they should be contributing, than telling him/her off for what they are or are not doing.
o Off agenda items are dealt with under AOB or outside the meeting.
o Any action/discussion that requires only some people is delegated to be dealt with outside the meeting and options, or a decision brought back to the next meeting.
o Timings are adhered to.
o The decision/action for each item is achieved and being clear on who will do what and by when.
o The meeting ends on a positive note and the key points/decisions are summarised, with clarity on any next steps.
· We all should:
o Ensure we have fully prepared for the meeting.
o Adhere to etiquette in using smart phones/tablets. That is don't, just don't. If you need to know why, read this.
o Focus on the agenda item and what is to be achieved.
o Actively contribute and support others, even if you don't say anything, by nodding, using eye contact and other non-verbal responses to what is being said.
o Actively challenge ourselves and others, but always positively and with respect. If you're not confident enough/able to break in verbally, raise your hand and leave it up until someone notices and responds.
o Be sensitive to peoples’ need for support when challenging or being challenged.
o Actively encourage those who are not participating by seeking their views and don't talk over others or dominate the conversation.
o Don't make assumptions and, instead, focus on facts.
o Be tolerant of diverse points of view by avoiding:
- Giving offence – being ready to apologise.
- Taking offence – remaining open to discussion.
o Don't dwell on the past, except to learn and, instead, look forward and work with others to create solutions.
o If you disagree, support your argument with facts and try to offer an alternative solution.
o Don't blame people for things beyond their control and leave personal agendas outside the room.
Agreeing and collectively buying in to the above, or similar, with the team may help make clear expectations.
After the meeting
o The chair should circulate minutes or action notes of decisions promptly.
o Individuals should ensure that they carry out any actions allocated to them in the timescale required.
This is a resource from my free online toolkit for trustees/management, which enables you to achieve more and reduce workload. It's very easy to use, set-up is 2 mins, each of the 8 questionnaires 30 and there are 4000+ links to resources, including 200+ organisations providing free goods, services and help to charities. https://www.charityexcellence.co.uk.