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The following is a list of Hugh's 10 tips for Conducting Power-Packed Meetings
1. Clearly state the purpose for the meeting.
Don't hold a meeting unless there is a reason. Yes, that is the fundamental rule.
Know why you are holding a meeting and tell others why. When people are
asked to
attend a meeting they want to know what is expected of them and a definition
of
the expected output of the meeting. Be sure that everyone is reminded of the
purpose of the meeting at the beginning of the meeting. Articulate the meeting
objectives as clearly stated "deliverables" or some other term that
communicates
completion of specific objectives. Take time to ensure that everyone
understands
and has a chance to have their questions addressed.
2. Plan the meeting thoroughly
Begin with the deliverables, that is, know what you want to walk away with at
the
end of the meeting. Express the deliverables using specific, focused and
measurable outcomes. An example could be something like "Identify 5 Killer
Strategies for Getting People to Attend Our New Program." This kind of
language
would drive your planning process to brainstorm rich content. And then, assign
weight to each idea. Finally, sort for the best five strategies. Knowing where you
want to end up is a prerequisite for designing how to get there.
When planning the meeting, allow twice the meeting time for your planning
process.
That is, a one-hour meeting should take about two hours to plan. In order to
get
the best results a commitment to the best planning is necessary. When planning
the time commitment for each meeting item, do not fill up the entire time slot.
Only
plan for 65% of the available time. Some items will take more time than
planned. If
the meeting takes less time, then adjourn early. There will be no complaints. Do
not fall for the old principle "work expands to fill the time allowed." Be efficient
with
your time and respect the time of others!
Outline every part of the meeting in your planning guide. Define how much time
it
will take to introduce the deliverables and give an overview of the meeting.
Define
how much time it will take to brainstorm, sort and refine. Do not leave out any
part
of the process.
Prepare visuals for the meeting. Record the input of the group on chart pads,
storyboard cards, white boards or some other media that everyone can
constantly
review as they make decisions. When making the meeting plans and preparing
the
visuals, do not fill in all the details of any project if you expect to get group
input
and ultimately, group buy-in. Let them mold the decisions and be a part of the
success of each group decision if, in fact, it is a group item. If it is not a group
item, then don't bring it to the group for input. Define what the "givens" are and
where the group has authority to make decisions. Define where the group input
is
needed and where it is not. Explain the difference.
3. Identify the leader/moderator/facilitator of the meeting
One person must control the flow of the meeting. That's the simple truth. One
person must facilitate to insure that the group stays on task and nobody
dominates
all the discussions or decisions. The facilitator also ensures that the meeting
addresses all the deliverables as promised and involves everyone in the process.
If the facilitator has a preference on any of the items being discussed, then
declare
that agenda at the beginning. As that item comes up for discussion, then the
facilitator must listen more than talk in order to not be perceived as dominating
the
outcome.