Meetings from Hell

We have all been to the meeting from hell, haven't we?? You know: the meeting the starts late, goes on an hour and a half longer than it's supposed to, several conversations going on at once, participants bicker pointlessly and rat hole down random topics, and at the end the only decision that's made is that you have to have another meeting??

Running Effective Meetings

Let's discuss how to run an effective meeting.? When you know how to run effective meetings, you help resolve issues, unblock work, and save time. Additionally, running effective meetings raises your stature as a leader.? It is imperative that you make the best use of everyone's time, act decisively, and update participants effectively.

You must have an agenda and follow it

When topics other than those on the agenda come up, move them outside the meeting, or save them for later.? If someone has an important topic that is not on the agenda, don’t be dismissive of the speaker’s issue, but instead acknowledge the issue and respond, "That is a really important point; we should absolutely talk about that.? Let's discuss it at the end of this meeting, after we get closure on the agenda items that we came here to talk about" (I call this putting the issue on the "parking lot").? If you do not have time to discuss this topic, you might need another meeting for the new topic, but at least you will have completed the original agenda that you prepared.

You must invite only those who really need to be there

The length of any meeting is directly (if not exponentially) proportional to the number of people present.? Invite only people who must be a part of the decision-making process and those who are keys to success.? For example, you may choose people who make meetings run smoothly, are enthusiastic, or can apply appropriate pressure.

If you see that the invitation list has grown too large because others have forwarded the meeting request, the meeting will most likely be unsuccessful.? It is better to reschedule the meeting.? You might need to say, "This is going to be a working meeting.? We need to keep it small."

You must keep the meeting moving forward toward action

Even if your meeting stayed on topic, eventually you need to say, "We've had a good discussion about this subject; now what action are we going to take and what are the next steps?"? David Allen, in his bestselling book Getting Things Done, continually emphasizes "what is the next step?" in task organization.? This simple, clarifying question can help you keep your meetings moving toward action and away from analysis paralysis.

You must assign each action item to an appropriate owner

It is especially important to follow up individually with all action item owners who were not at the meeting so that they know they have action items and are aware of any discussion that took place in the meeting about those action items.

You must send a summary after every decision-making meeting

After any decision-making meeting, send an e-mail containing a short summary of what was decided, and owners and dates for each item.? Send the email to everyone who was at the meeting and copy anyone who wants to know what was decided.? Why is sending a summary important?? If you don't have a documented closure, people may not know what was decided and you will have to have another meeting.

You must not turn one meeting into another

Switching the meeting focus from the original agenda just generates more meetings.? When you switch focus, you may not be able to reach a decision on this new focus because you may not have the right people in the room and you aren't prepared to thoroughly discuss the new agenda.

You should establish the type of meeting

Know what you are trying to accomplish from the meeting.? Will you be making decisions, gathering information, or brainstorming?? Each of these meetings has a different goal:

·?????? Decision-making: Choose a course of action for the project.

·?????? Informational: Share information and answer questions.

·?????? Brainstorm: Generate multiple and diverse opinions and ideas.

You should provide an agenda in advance

No one likes to attend meetings that wander or lack in clear purpose.? Writing an agenda for your meeting can help you focus the meeting.? If you are clear about why you are holding the meeting and why each agenda item is to be discussed, you can more effectively maintain control and communicate intended outcomes of the meeting.

When you send the agenda, indicate the type of meeting and what you are going to talk about or accomplish.? This information helps attendees know how to prepare for the meeting and how they are expected to participate.

This message doesn't have to be fancy, but it should be clear.? For example, the following message is sufficient: "This is going to be an informational meeting about x & y.? Here's what we're going to talk about.? Please read through the attached proposal and come prepared to discuss concerns or issues."

You should cancel the meeting if key people can't attend

Check the acceptance list to find out who will attend the meeting.? If the key people needed to make the decisions are not going to attend, cancel it.

You should talk to the decision makers before the meeting

In an ideal decision-making meeting, people gather to formally agree on a predetermined course of action.? You don't need to have all the discussion in the meeting: you should talk to the decision makers before the meeting so that they know what to expect and are able to shape the discussion before the meeting.

You should choose a meeting room as small as possible

Having a small room discourages others from adding to the invitation list; having a smaller group keeps the meeting moving.

You should make the meeting as short as possible

Scheduling a short meeting gets people to show up on time and keeps the meeting moving quickly.

You should end the meeting if it is no longer productive

If the meeting is no longer productive, and you are unable to get it back on track, end the meeting and reschedule it if necessary.

You should establish yourself as the meeting owner early

Take charge and communicate the meeting objectives and non-objectives.? Provide background information and introduce people if necessary.

You should watch the time

Give a warning 15 minutes before the end of the meeting.? Leave 5-10 minutes to conclude the meeting.? During these last minutes, it's best to restate decisions, action items, owners, and open issues.? You can also review the next steps if appropriate.

You should thank participants and acknowledge their contributions

People need to know that you appreciate their efforts and the time that they contributed to your meeting.

You should not invite people who just want to know what is being discussed

You can copy these folks in your summary email.? There is no need to invite them.

You should not worry if the meeting goes too fast

Sometimes people worry if the attendees will be annoyed if they schedule an hour, and everything is concluded quickly.? No one minds leaving early - ever.? However, if you frequently finish in half the time you scheduled, consider scheduling shorter meetings.

You should not allow separate, private conversations to occur

As private conversations happen, the meeting becomes less effective.? Private conversations are distracting and mean that some people aren't paying attention to the meeting topic.? Worse, often private conversations might be misconstrued and create an atmosphere of mistrust. Firmly, but kindly, ask the people to hold their conversations until after the meeting.