PICA Board Retreat
The Tree House/Hope ZooMay 3, 2013
9am to 3pm
Chief Ideator & ResultantMobile: 876.383.5627 Skype: LSemajOffice: 876.942.9057 Twitter: LSemajEmail: [email protected] Facebook: Leahcim Semaj
Blog: TheSemajMindSpa.Wordpress.comwww.SlideShare.net/LSemaj
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PICA Board Retreat1. The Mission, Values and Vision of PICA2. Why Most Meetings Are a Waste of Time3. Why Most Boards Don’t Work
“Effective governance by a board ... is a relatively rare and unnatural act . .trustees are often little more than high-powered, well-intentioned people engaged in low-level activities”
“There is one thing all boards have in common . . . . They do not function” “95% (of Boards) are not fully doing what they are legally, morally, and
ethically supposed to do” “Boards have been largely irrelevant throughout most of the twentieth
century” “Boards tend to be not more that an incompetent groups of competent
individuals”
4. What Positive Experiences Have You Had With Boards/Meetings?
5. What Negative Experiences Have You Had With Boards/Meetings?
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PICA Board Retreat6. A Board is a TEAM
A Team Requires 10 Functions to be Covered Working Through The 5 Stages Of Team
Development Working With The Team-Building Functions Avoiding The Destructive Processes in Teams
7. Decision Making in Meetings8. It Pays To Evaluate Your Meetings9. Common Problems with Meeting …with
Solutions10. Can You Work With PICA’s Vision and Plans
for This Year?11. Housekeeping Issues and Closing
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PICA Board Retreat1. The Mission, Values and Vision of PICA2. Why Most Meetings Are a Waste of Time3. Why Most Boards Don’t Work
“Effective governance by a board ... is a relatively rare and unnatural act . .trustees are often little more than high-powered, well-intentioned people engaged in low-level activities”
“There is one thing all boards have in common . . . . They do not function” “95% (of Boards) are not fully doing what they are legally, morally, and
ethically supposed to do” “Boards have been largely irrelevant throughout most of the twentieth
century” “Boards tend to be not more that an incompetent groups of competent
individuals”
4. What Positive Experiences Have You Had With Boards/Meetings?
5. What Negative Experiences Have You Had With Boards/Meetings?
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Policy GovernanceThe Way Forward
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This Model
Informs board planning, mission, committee work, agenda control, budgeting, reporting, CEO evaluation, management relationships, fiduciary responsibility
And all other aspects of the board job
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The Nature of Governance
The policy governance model is the most well-known modern theory of governance worldwide
in many cases the least understood
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Governing boards of all types
NonprofitGovernmentalbusiness
in all settingsassembled from universal principles of governance
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ManagersHave moved through MBO, TQM, and many more approaches
In a continual effort to improve effectiveness
Embarrassingly however, boards do largely what they have always done
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Some Boards WorkWe do not intend to demean the
intent, energy, and commitment of board members
There are today many large and well known organizations that exist only because a dedicated group of activists served as both board and staff when
the organization was a “kitchen table” enterprise
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Board membersAre usually
intelligent and experienced persons as individuals
Yet boards as groups tend to be mediocre
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Boards Today “Effective governance by a board of
trustees is a relatively rare and unnatural act . . . . trustees are often little more than high-powered, well-intentioned people engaged in low-level activities” Chait, Holland, and Taylor, 1996, p. 1
“There is one thing all boards have in common . . . . They do not function” Drucker, 1974, p. 628
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Boards Today
“95% (of boards) are not fully doing what they are legally, morally, and ethically supposed to do” Geneen, 1984, p.28
“Boards have been largely irrelevant throughout most of the twentieth century” Gillies, 1992, p. 3
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Boards tend to be
An incompetent groups of competent
individuals
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Why do boards exist?
to help the staff?to lend their prestige to
organizations?to rubber stamp management
desires?to give board members an
opportunity to be unappointed department heads?
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to be sure staff gets the funds they want?
to micromanage organizations? to protect lower staff from
management? to gain some advantage for board
members as special customers of their organizations?
to give board members a prestigious addition to their resumes?
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Why do boards exist?
These Observations
accurate though they frequently are
simply underscore the lack of clarity on the board’s rightful job
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Despite the confusion of past and current board practices
one central reason to have a board:
Simply putThe board exists (usually on someone else’s behalf) to be accountable that the organization works
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The Board vs. Board Members
Since we are now establishing the starting point for governance thinking
it is important that we start with the body charged with authority and accountability
the board as a group not individual board members
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The board as a bodyspeaks for the ownership not each board member except as he or
she contributes to the final board product While we might derive roles and
responsibilities for individual board members
we must derive them from the roles and responsibilities of the board as a group not the other way around
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Board practicesmust recognize that it is the board
not board memberswho have authority
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The boardspeaks authoritatively when it
passes an official motion at a properly constituted meeting
Statements by board members have no authority
In other words the board speaks with one voice▪ or not at all
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“One voice”Does not require unanimous votesBut it does require all board
members, even those who lost the vote,
to respect the decision that was made
Board decisions can be changed by the boardbut never by board members04/07/2023 www.LTSemaj.com 24
Board MeetingsIn policy governance the board is
in charge of its own jobBoard meetings become the
board’s meetings Rather than management’s
meetings for the board
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Board MeetingsOccur because of the need for
board members to learn together
To contemplate and deliberate together
And to decide together04/07/2023 www.LTSemaj.com 26
Board Meetings
Are not for reviewing the pastBeing entertained by staffHelping staff do its workOr performing ritual approvals of
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As A Result
Many board meetings may not look like traditional board meetings at all
But learning and studying sessions or joint meetings with other boards
Particularly in communities where boards rarely talk with each other
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The CEO Is Always Present
But is not the central figureOther staff might be present when they have valuable input on matters the board is to decide
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The Board
Is not merely a body to confirm committee decisions
But the body that makes the decisions
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Board Committees Might be used to increase the board’s
understanding of factors and options But never to assume board prerogatives Or remove difficult choices from the
board table In contrast to the old bromide that “the
real works takes place in committees” In policy governance the real work
takes place in the board meeting
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Board Meetings
Should thus be more about the long term future than
the present or short term futureMore about ends than meansMore about a few thoroughly
considered large decisions than many small ones
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The Policy Governance Model
Attaining this level of excellence requires the board to break with a long tradition of disastrous governance habits
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Policy Governance Offers A Visionary Challenge
For boards determined to be accountable for making a real difference in tomorrow’s world
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Policy Governance Offers A Visionary Challenge
Transforming today’s reality into tomorrow’s possibility requires a radical break from a long tradition of comfortable, but disastrous governance habits
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PICA Board Retreat
6. A Board is a TEAM A Team Requires 10 Functions to be
Covered Working Through The 5 Stages Of
Team Development Working With The Team-Building
Functions Avoiding The Destructive Processes
in Teams
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WHAT KIND OF TEAM ARE YOU?
The Definition of TeamA group of interdependent people
They master effective communication
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Definition of TeamThey agree on a goal
They accept that the best way to achieve this goal is to work together
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Definition of TeamThey foresee each other’s
needsThey make useful
suggestions to each otherThey enhance each other’s
strengthsThey compensate for each
other’s weaknesses
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Definition of TeamThe result of this process is usually
a synergistic level of increased
efficiency and productivity
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Communicationis The Life Blood of The Team
Timely and Accurate
People who have learned to support and trust one another share what they know freely
Pass on the information that members need to operate more effectively
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Communication is a huge umbrella that covers and
affects all than goes on between human beings
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Communication isthe single most significant
factor that determines the kind of relationships we have and what happens to us
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This talk/listen cycle helps to keep BP evenly regulated
When we speak our blood pressure goes up
When we are listening attentively in a relaxed manner, blood pressure usually falls
Heart rate slows - below resting level
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In periods of great stress
communicating with others that pull us through
renewing inner strength
lifting our vision reaffirming the
meaning of life 04/07/2023 www.SlideShare.net/LSemaj 50
For the message to get through people must believe that you are
trustworthylikeable represent
warmthrepresent
comfort represent
safety04/07/2023 www.SlideShare.net/LSemaj 51
This happens without words
We plug into thousands of preconscious cues04/07/2023
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The First Brain: The Non-reasoning Non-rational PartSeat of human
emotion The brain stem
Provide immediate instinctual
response Limbic system
- The emotional centre04/07/2023 www.SlideShare.net/LSemaj 53
The New Brain: The cerebral cortex Seat of conscious thoughtMemory LanguageCreativity Decision making
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To Get To The New Brain The message must first pass through the first brain
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COMMUNICATION andThe formation of beliefs
MEDIAted CONTACT- 90% imMEDIAte CONTACT-
10% Your beliefs
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EFFECTIVE COMMUNICATION…
is based on emotional impact we must be believed to have impact ALL FIRST BRAIN LIKABILITY IS THE SHORTEST PATH
TO BELIEVABILITY AND TRUST
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Good communications means
expressing yourself clearly through verbal and non-verbal language;
listening so that you understand what others are saying
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HOW MUCH TIME DO YOU SPEND COMMUNICATING?
We spend between 50% and 80% of our waking hours communicating04/07/2023 www.SlideShare.net/LSemaj 59
Team: RelationshipsEffective
TeamsTrustingRespectfulCollaborativeSupportive
Ineffective Teams
Suspicious and partisan
Pragmatic, based on need or liking
CompetitiveWithholding
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Team: InformationEffective
TeamsFlows freely
up, down, sideways
Full sharing
Open and honest
Ineffective Teams Flows mainly
down a weak horizontally
Hoarded, withheld Used to build
power Incomplete,
mixed messages
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Team: ConflictEffective
TeamsRegarded as natural even helpful
On issues not persons
Ineffective Teams
Frowned on avoided
DestructiveInvolves
personal traits and motives
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Team: Atmosphere Effective TeamsOpenNon-threateningNon-competitiveParticipative
Ineffective Teams
Compartmentalised
IntimidatingGuardedFragmented Closed groups
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An Effective Team Requires 10 Functions to be Covered
A variety of functions are required for a operate optimally
VisionaryPragmatistExplorerChallengerRefereePeacemakerBeaverCoachLibrarianConfessor
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Visionary
Should be one or more in the team able to see beyond the team's own requirements 04/07/2023 www.SlideShare.net/LSemaj 65
PragmatistsActs as foil to the visionary and his or her supporters
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ExplorerSeeks information, material and support from outside the team environment
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ChallengersThere will always be somebody who challenges the accepted position
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RefereeTakes as near an independent view of team progress and decisions as is possible 04/07/2023
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Peacemaker
The team will have friction between its individual members from time to time
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BeaverDoes all the work!
The worker beeThe soldier antThe company worker
The Mr./Ms fix it04/07/2023
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CoachMorale is not always
going to be the high in a team, even in the best-led groups
There will be times when the team loses its direction or loses its own focus of its mission
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LibrariansThe librarian is the repository to which team members can go for historical information about what the team has been doing
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The ConfessorThere is a need for someone to whom members can tell all their troubles
A shoulder to cry on
A priest to whom to confess
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You Must Work Through The 5 Stages Of Team Development
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Forming
Storming
Transforming
Norming
Performing
Jamaica’s Greatest Team Achievement
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FORMING
The start-up stagePurpose and expectation
unclear04/07/2023 www.SlideShare.net/LSemaj 77
Members Test the Waters to Determine
Acceptable behavior The nature of their task How the group will get its work
done They want to be told what to do Interactions are superficial Tend to be directed to the formal
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STORMINGThis stage is
characterized by conflict and resistance to the group’s task and structure
Team members express concerns and frustrations
Freely exchange ideas and opinions
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STORMING
Team is learning to deal with differences in order to work together to meet its goals
A team that doesn’t get through this stage successfully is usually more divided and less creative
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Transforming
Differences are aired and resolved
Disruptive elements converted or removed
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NORMING STAGE
A sense of group cohesion develops in this stage
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NORMINGMembers accept the team
and develop norms for resolving conflict, making decisions, and completing assignments
Members enjoy meetings and freely exchange information
Shared leadership emerges Risk of stagnating into
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PERFORMING STAGE
Now team work really begin
This is the payoff stage04/07/2023
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Performing
Team has structure and purposeReady to tackle task Members take initiativeProblem-solving and decision-
making procedures emphasize results
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As the Team GELLS It receives recognition
from other parts of the organization
Complacency is a risk May show up in missed
deadlines or a lack of creative spark
The bad habits of earlier stages may reappear
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EFFECTIVE TEAMSContribute to reaching the current objective set by the group
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EFFECTIVE TEAMS
The ongoing improvement in the team’s long-term operation
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THE SEVENTEAM-BUILDING ROLES
SUPPORTING GATEKEEPING HARMONIZING PROCESS OBSERVING
CONFRONTINGMEDIATINGSUMMARIZING
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SUPPORTING Support and
encouragement of another member result in more and better contributions
member realizes contribution will be accepted and considered
not put down or discounted.
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CONFRONTING There are times when a person’s behaviour is detrimental to the success of the team as it works towards its goals
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GATEKEEPING When the gate seems closed to some
contributors, a team member performs as gatekeeper:
Some members of a team are less assertive and others are far more so
Some opinions from the somewhat retiring people get ignored
They may not even be expressed
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MEDIATING Groups can get
quite stuck during a debate
Mediating can break the stall and push the discussion forward
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HARMONIZING During a heavy debate-style
disagreement, the disputants can become so involved in scoring points for themselves that they fail to realize their agreement on certain points
Summarizing the various views can show how close they actually are
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Summarizing Summarizing gives the group time to breathe
A good summary clarifies some of the confusion
1 1 3
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PROCESS OBSERVINGThis aspect of the team process is often neglected
The dynamics of the group
What goes on between the members of the team.?
Are there power or control issues among the members?
Avoid The Principal Destructive Team Functions Shutting off
Analysing or Labelling
Dominating Yes-buttingNaysaying04/07/2023 www.SlideShare.net/LSemaj 97
SHUTTING OFFDayn is talking Suddenly, Sandra says, "Hey, that
reminds me of something. Do you remember when? . .
Dayn is probably sitting there with his mouth open, a quizzical look on his face.
Sandra has shut him off - has silenced him
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ANALYSING OR LABELLING
When you put labels on a person's behaviour
Or you try to describe his or her attitudes or motives,
You're threatening a discussion.
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DOMINATING
The dominator likes to take over the discussion
He may rationalise, "I'm a person who likes to get things
done, so let's cut through all this nonsense and get our act together,“
or "We're really wasting time. I say we should vote on this and move on"
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YES-BUTTINGOne of the most common
behaviours in a group discussion For example,
"Yes, I understand what you're saying, but I think you're missing the point"
Translated: "I hear you, but you're wrong."
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Naysaying In many groups someone declares
them self the "devil's advocate," The function it is to make sure that
whatever is bad about another person's idea gets expressed.
So relentless can such Naysayers be in emphasising what is wrong, that what is right can get buried.
The discussion becomes lopsided.
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Unfortunately No has a power that is disproportionate in many deliberations
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PICA Board Retreat7. Decision Making in Meetings8. It Pays To Evaluate Your Meetings9. Common Problems with Meeting …
with Solutions10. Can You Work With PICA’s Vision
and Plans for This Year?11. Housekeeping Issues and Closing04/07/2023 www.LTSemaj.com 104
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Decisions
Decisions are made by consensus
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DecisionsBut before a decision is
finally agreed upon the team tests the
possible consequences of the decision on the people affected, the operation, and the decisions being made in other areas of the organization
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When a member makes a contribution to the
deliberation it becomes a group
issue is dealt with by the
entire groupMembers never feel
isolated or attacked as people
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EmotionsThere is a high
degree of acceptance of everyone in the group
Expressions of emotions, even anger, are acceptable to the group so long as there is no personal abuse
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Conflicts
Conflicts between members also are treated as issues that involve the team as a whole
other members feel justified in helping the disputants work through their problems with each other
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The group agrees on a solution or a decision
only when it is clear that all members have made the contribution they wanted to make
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TimingAn effective meeting ends
at the prescribed timeunless the entire group
wishes to extend its discussion
If the objective has not been reached, the group reschedules in order to get a fresh start
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Decision MakingAll members are
committed to the belief that they should discuss group issues in the group and not in extra group sessions
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Decision MakingAny decision that
the group reaches is tentative until a check is made to ensure that all members of the group are in full accord and committed to it
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Decision Making
Those who have second thoughts, questions, or doubts that arise after the adjournment are encouraged to voice them with the rest of the group
They are not squelched
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Provide Feedback
feedback is essential in motivating people to improve effectiveness
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Provide Guidelines
people also need guidelines to better performance
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FeedbackAs your team
develops, members want to be able to see not only their individual progress in effectiveness but also how the group is pulling together
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Feedback
Evaluate each meeting immediately after it is adjourned
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Initially, you may wish to keep the evaluations
anonymous Have each member fill
out the form and pass it around to you
You can record the ratings on a blackboard or flip chart and average them
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In time as people grow in
openness and comfort, it will not matter so much whether they sign their names or not
Signing the form could even be helpful in a case in which one person registers much lower ratings for a meeting than other members could
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The group may wish to
examine the reasons for the member's dissatisfaction with the meeting and with the group
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Feedback
It's possible that the unhappy member sensed certain impediments to his or her effectiveness that other members didn't discern-but need to know about
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Seth Godin Gets Serious About Meeting Problems
If you're serious about solving your meeting problem, getting things done and saving time,
try this for one week. http://sethgodin.typepad.com/seths_blo
g/2009/03/getting-serious-about-your-meeting-problem.html
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Seth Godin Gets Serious About Meeting Problems
Understand that all problems are not the same. So why are your meetings? Does every issue deserve an hour? Why is there a default length?
Schedule meetings in increments of 5 minutes. Require that the meeting organizer have a
truly great reason to need more than four increments of real-time face time.
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Seth Godin Gets Serious About Meeting Problems
Require preparation. Give people things to read or do before
the meeting, and if they don't, kick them out.
Remove all the chairs from the conference room.
If someone is more than two minutes later than the last person to the meeting, they have to pay a fine of $10 to the
coffee fund.
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Seth Godin Gets Serious About Meeting Problems
Bring an egg timer to the meeting. When it goes off, you're
done. ▪ Not your fault, it's the
timer's. The organizer of the
meeting is required to send a short email summary, with action items, to every attendee within 10
minutes of the end of the meeting.
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Seth Godin Gets Serious About Meeting Problems
Create a public space (either a big piece of
poster board or a simple online page)
that allows attendees to rate meetings and their organizers on a scale of 1 to 5 in terms of usefulness. Just a simple box where
everyone can write a number.
Watch what happens.
PICA Board Retreat
9. Common Problems with Meeting …with Solutions
10. Can You Work With PICA’s Vision and Plans for This Year?
11. Housekeeping Issues and Closing
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https://www.ohrd.wisc.edu/home/tabid/163/Default.aspx
Common Problems with Meeting …with
Solutions
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1. Finishing On TimeMeetings often run overtime and
consequently many agenda items don't get adequate coverage or don't even get covered at all.
There are various reasons why meetings run overtime some of which include: Meeting time was not managed well Too much was planned for time
available
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How to finish on timeThere are several strategies you can
use to ensure that your meetings end on time:
Designate a timekeeper to watch the clock and let participants know when time for an item is almost up, and then when it is really up.
Place topics that require more discussion at the very beginning of the agenda...
Start your meeting promptly on time and …
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2. Can't Make Decisions Some meetings seem to drag on as group members
struggle to reach consensus and make decisions. The responsibility for coming to decisions rests
squarely with the chair or leader. Some common reasons why groups seem unable to
make decisions include: Goals and outcome are not made explicit for the
discussion topic. Certain participants get side tracked on peripheral
issues. Consequences of not deciding are negligible.
Philosophical issues divide people.
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How to get others to agree on a decision
There are a number of things you can do as a leader to help a group reach consensus and make decisions more efficiently.
These include Create expectations with actionable
agenda items that clearly convey what is expected.
When participants seem totally blocked and unable to break through an impasse, go back to the initial question or purpose of the activity and restate it.
Ask which alternatives are supported by data.
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3. Dominant Participants
Dominant participants often stifle collaborative problem solving and creativity among participants.
But they often have good ideas that deserve consideration.
Good leaders need to direct the energies of dominant participates in a non-threatening way so that others have opportunities to contribute.
Effective leaders use some of the following techniques and strategies in handling dominant participants.
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4. Silent ParticipantsPeople are quiet in meetings for
different reasons. Some people are reticent by nature.
Others are fearful that their opinions will be ridiculed and dismissed.
Some are not comfortable speaking if they don't know for sure who everyone is.
Some don't care. It's your role as a group leader to try
to engage everyone.
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Some strategies the group leader or chair can take to engage everyone include:
1.Ask people to create name tents for themselves (writing on front and back). We often assume that everyone knows
who the other members or participants are and it is often not so.
2.Ask a question early in the meeting that most people can respond to and the go round robin asking for responses. (E.g., at a planning retreat, ask,▪ "What is one thing you accomplished this
past year in which you take a great deal of satisfaction.")
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Some strategies the group leader or chair can take to engage everyone include:
3. Give people 5 minutes to write down their ideas or thoughts in a silent brainstorm before opening the general discussion.
4. Break into small groups or pairs to discuss aspects of an issue before opening the general discussion. Be sure the questions or issue to be
discussed is clear. Ask the groups what they came up with.
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Some strategies the group leader or chair can take to engage everyone include:
5. For a special meeting such as a planning retreat, create a timeline on the wall of the department or committee or office and ask people to initial when they started with the organization and what was happening in the world at the time.
This gives new people a sense of the history of the group, allows the veterans of the group to be recognized, and allows even very shy people to participate by getting up and writing on the timeline.
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Some strategies the group leader or chair can take to engage everyone include:
6. For perennially quiet participants, the chair may discuss with the individual in private the importance of everyone's ideas, saying something like,
"I noticed you haven't said much about the move, but I'd like to hear what you think about it."
Then encourage the person to share those thoughts within the meeting.
You can prompt a response at the next meeting by saying, "Leslie has an interesting idea for expediting the move. Will you explain it Leslie?"
This may "break the sound barrier" for certain shy people.
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Some strategies the group leader or chair can take to engage everyone include:
7. By visually recording all the ideas in a brainstorming session, the chair or facilitator emphasizes the importance of everyone's contributions and helps stimulate participation.
Holding critiquing of the brainstormed ideas until all have been listed can also be a powerful motivator for reticent participants.
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5. Rehashing Decisions Issues that were discussed and decided on in
previous meetings sometimes re-emerge to be rehashed.
This can be very discouraging to the group or committee.
Some reasons for this include: People were not aware that a conclusive decision
was actually made regarding a specific issue. People recall that a decision was made,
but the record of it is not available. Dominant participants pushed through a decision in
a previous meeting and silent participants begin to speak up afterwards.
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How to prevent rehashing A group leader can do several things to prevent
and or derail the rehashing of previous decisions. For groups that meet regularly, someone is
responsible for keeping meeting notes, agendas and supporting documents in one place where they can be referenced later.
Ideally these past decisions should be available during the meeting as a reference
Electronic storage of minutes on web sites or shared drives makes it possible to search for key words or phrases.
Use decision-making and prioritizing techniques that involve everyone, including less verbal members..
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6. Deal with small fires but not larger issues
Meetings are often used to deal with immediate problems.
When meetings focus only on immediate, urgent issues, larger and more global issues may be
ignored. (Opportunities for prevention may be
missed.) As leader you can ensure that you discuss
something that is important, but not necessarily urgent, at every
meeting.
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How to focus on large issues
To ensure that larger issues are not ignored, consider some of these strategies for structuring your meetings:
At the start of the semester decide which staff meetings will be devoted to which larger issues or topics.
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How to focus on large issues
When composing the meeting agenda make sure you include at least one item for discussion that focuses on something strategically important, but not urgent.
See Best Practices on how to Allot time for topics based on their significance
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How to focus on large issues
Invite leaders with responsibility for aspects of the larger issues to attend selected meetings to provide a broader context for understanding and discussion.
Consider asking a neutral facilitator to help plan how best to introduce, segment into manageable parts, and discuss a large or difficult issue.
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7. Key Persons Don't Attend When key faculty and/or staff don't attend
meetings, decisions may be made that are later questioned and not implemented as hoped. (Using free phone credit)
Without some regular interaction, office and department members become isolated, making collaboration and cooperation more difficult.
As a leader, you can help ensure that key players attend meetings and provide input when needed.
Some strategies you can employ to encourage key persons to attend meetings include these:
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Key persons don't attend Diagnose the problem by understanding
why people aren't attending. Ask a few of the non-attenders in an
exploratory way, rather than threatening way, why they don't come.
You might say, "We've been missing your ideas at the
meeting. Is it a bad time for you or are the
meetings themselves the problem?".
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Key Persons Don't Attend You also might say,
"I'd like to have more members attend the personnel committee meetings.
Do you have any thoughts on what I could do as chair to boost attendance?”
Make your meetings worth attending so that real work gets done.
If meetings are used primarily for announcements and information sharing, there may be better ways to share the
information (e.g. E-mail, web, bulletin board).
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8. Lack of Follow-through on Tasks
The effectiveness of a meeting can be measured in terms of its outcomes.
If people don't follow-through on action plans, tasks and decisions after the meeting ends, then one needs to question the value of
having a meeting in the first place. The leader is the single most important
factor in follow-through. It's your job to be clear at the end of every
meeting who is responsible for what and by when.
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A leader can use these tools and techniques to achieve more effective follow-through after a meeting:
Written action plans. People usually need to be able to see in
writing what action is required of them and by when.
Point persons ensure that a goal is moving forward.
Check meetings or phone status-check meetings should be set up when the action is first being planned.
There is nothing like a deadline to stimulate action.
Time to Change The Way We Meet
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PICA Board Retreat
10. Can You Work With PICA’s Vision and Plans for This Year?
11. Housekeeping Issues and Closing
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PICA Board Retreat
The Tree House/Hope ZooMay 3, 2013
9am to 3pm
Chief Ideator & ResultantMobile: 876.383.5627 Skype: LSemajOffice: 876.942.9057 Twitter: LSemajEmail: [email protected] Facebook: Leahcim Semaj
Blog: TheSemajMindSpa.Wordpress.comwww.SlideShare.net/LSemaj
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