Effective MeetingsEffective Meetings

Meeting TypesMeeting Types

Information GivingInformation Giving– Supplying information to others or Supplying information to others or

informing them of decisions/actions and informing them of decisions/actions and the reasons for these decisions/actionsthe reasons for these decisions/actions

Information GatheringInformation Gathering– Collecting information from individuals Collecting information from individuals

who have different perspectives about or who have different perspectives about or knowledge of an issue or problemknowledge of an issue or problem

Meeting TypesMeeting Types

Problem SolvingProblem Solving– Analyzing the causes of and potential Analyzing the causes of and potential

solutions to specific problemssolutions to specific problems Decision MakingDecision Making

– Determining a course of action to take Determining a course of action to take with regard to an important project, with regard to an important project, service, or taskservice, or task

Key Roles and Key Roles and ResponsibilitiesResponsibilities LeaderLeader Note TakerNote Taker TimekeeperTimekeeper Facilitator (if applicable)Facilitator (if applicable)

Effective MeetingsEffective Meetings

Pre-plan and communicate.Pre-plan and communicate.– Decide what type of meeting is needed.Decide what type of meeting is needed.– Identify topics and the person responsible Identify topics and the person responsible

for leading discussion on the topic.for leading discussion on the topic. Use presentations if necessary, but keep them Use presentations if necessary, but keep them

short and use as a method of stimulating, not short and use as a method of stimulating, not suppressing, discussion.suppressing, discussion.

– Create and distribute an Create and distribute an agendaagenda.. Distribute in plenty of time beforehand so Distribute in plenty of time beforehand so

people can prepare.people can prepare.

– Arrange logistics.Arrange logistics.

Effective MeetingsEffective Meetings

Open the meeting.Open the meeting.– Start on time -- Start on time -- alwaysalways..– Review meeting purpose and agenda.Review meeting purpose and agenda.– Introduce participants (if needed).Introduce participants (if needed).– Set expectations.Set expectations.– Assign roles (leader, note taker, time Assign roles (leader, note taker, time

keeper, facilitator).keeper, facilitator).

Effective MeetingsEffective Meetings

Conduct the meeting.Conduct the meeting.– Structure the discussion.Structure the discussion.– Stay on track – follow the agenda.Stay on track – follow the agenda.– Stay engaged and keep everyone Stay engaged and keep everyone

engaged.engaged. No food during the meeting – after as a reward.No food during the meeting – after as a reward.

– Encourage disagreement.Encourage disagreement. But promote respectful interactions.But promote respectful interactions.

– Summarize each topic.Summarize each topic.

Effective MeetingsEffective Meetings

Close the meeting.Close the meeting.– Summarize meeting outcomes.Summarize meeting outcomes.– Specify next steps and Specify next steps and specific action specific action

items by personitems by person..– Get feedback on meeting effectiveness.Get feedback on meeting effectiveness.

Meet goals?Meet goals?

– End on time -- End on time -- alwaysalways..

Effective MeetingsEffective Meetings

Follow up.Follow up.– Send a quick “thank you” e-mail.Send a quick “thank you” e-mail.– Distribute meeting summary via e-mail.Distribute meeting summary via e-mail.– Set deadlines for completion of action Set deadlines for completion of action

items.items.

Meetings That Work: Meetings That Work: Plans Bosses Can Plans Bosses Can ApproveApprove ““Decision makers are as motivated by Decision makers are as motivated by

friendships, concerns for popularity, friendships, concerns for popularity, and self interest as by the cold, hard and self interest as by the cold, hard facts gleaned from rigorous analysis.” facts gleaned from rigorous analysis.” **

““Planning documents too often ignore Planning documents too often ignore what’s really at stake among what’s really at stake among participants and fail to establish a participants and fail to establish a logical, agreed-on course of action.”logical, agreed-on course of action.”

* ““Meetings That Work: Plans Bosses Can Approve,” Paul Lovett, HBR, Nov-Dec 1988.Meetings That Work: Plans Bosses Can Approve,” Paul Lovett, HBR, Nov-Dec 1988.

In meetings with decision makers, you In meetings with decision makers, you must get them to focus on the must get them to focus on the important elements--your vision and important elements--your vision and your plan of action.your plan of action.– Not to get bogged down with lots of raw Not to get bogged down with lots of raw

numbers.numbers.– They won’t remember lots of boring They won’t remember lots of boring

numbers.numbers. Decision makers want four questions Decision makers want four questions

answered:answered:

The Four Critical The Four Critical QuestionsQuestions1 What is the plan?What is the plan?2 Why is the plan recommended?Why is the plan recommended?3 What are the objectives?What are the objectives?4 How much will it cost to implement the How much will it cost to implement the

plan?plan?– And what is the reasonable upside And what is the reasonable upside

potential?potential? What is the ROI?What is the ROI?

What Is The Plan?What Is The Plan?

Requires a specific future-tense Requires a specific future-tense statement of strategy.statement of strategy.– ““Sales department will increase its sales Sales department will increase its sales

staff in order to increase its share of staff in order to increase its share of advertising dollars in our medium by advertising dollars in our medium by 15%.” 15%.”

Why Is The Plan Why Is The Plan Recommended?Recommended? Make the plan’s rationale clear to the Make the plan’s rationale clear to the

decision maker.decision maker. You’re laying out what the situation is.You’re laying out what the situation is.

– In just enough detail to get a decisionIn just enough detail to get a decision Not too many raw facts and numbers.Not too many raw facts and numbers.

– Synthesized information that supports the information that supports the rationale is vital.rationale is vital.

Propose a specific program that maps Propose a specific program that maps out well-defined course of action.out well-defined course of action.

What Are The Goals?What Are The Goals?

Goals are what you expect to happen if Goals are what you expect to happen if the plan is adopted.the plan is adopted.

Limit the financial details to a few Limit the financial details to a few important numbers.important numbers.– Just a few numbers are enough to focus Just a few numbers are enough to focus

the goals discussion on the right issues.the goals discussion on the right issues. Objectives should be strategic, not Objectives should be strategic, not

primarily financial.primarily financial.

How Much Will The How Much Will The Plan Cost?Plan Cost? Request enough resources to carry out Request enough resources to carry out

the plan and achieve the goals.the plan and achieve the goals.– Financial and human resourcesFinancial and human resources

Forecast reasonable upside financial Forecast reasonable upside financial results.results.– Forecast a ROI.Forecast a ROI.

Overall Meeting Overall Meeting StrategyStrategy Keep it simple.Keep it simple.

– Not too many numbersNot too many numbers– Not too much written materialNot too much written material

Keep it focused on the four questions.Keep it focused on the four questions. Keep it informal.Keep it informal.

– Encourage discussion and give and takeEncourage discussion and give and take– Encourage informalityEncourage informality

Close!Close!– Get approval and a firm commitment.Get approval and a firm commitment.

Decision TreeDecision Tree

A

A Go

B Go

B No Go

A No Go B Go

B No Go