| How productive are your business meetings? Would | | | | beforehand and send a stand-in who can make at |
| you describe the culture that governs your meetings to | | | | least some decisions in your name. |
| more resemble World War III or crazy chaos? During a | | | | 6. Focus on listening and seeking understanding before |
| meeting, do you focus on the agenda at hand or do | | | | disagreeing. |
| you concentrate more on breaking a foam cup into | | | | 7. If you are the recorder, distribute complete and |
| bits? Would you qualify eating all of the donuts in a | | | | accurate minutes to everyone within 48 hours after |
| meeting as a major accomplishment in your agenda? If | | | | the meeting. |
| these meeting scenarios sound familiar to you, you are | | | | 8. If you agree to something, do what you say you will |
| not alone! Many studies have shown that more time is | | | | do. Be accountable to each other. |
| wasted in meetings than in any other business activity. | | | | 9. Sarcasm, personal attacks, interrupting, dominating |
| It is estimated that people spend 20-40% (upper | | | | the discussion, or engaging in distracting behavior during |
| management is much more) of their time in meetings | | | | a meeting are all non-productive behaviors. We agree |
| and that meetings are only 44-50% efficient (source: | | | | not to engage in them. |
| Steve Kaye). By improving the efficiency of your next | | | | 10. It is okay to disagree during a meeting, but once the |
| meeting, you may increase your bottom line. | | | | group has made a decision, it needs to be supported |
| The first step in improving the efficiency of your | | | | by everyone outside of the meeting. Passive |
| business meetings is to recognize that meetings are a | | | | resistance, sabotage, negative gossip and guerrilla |
| collaborative effort. The very definition of a meeting is | | | | warfare are not okay. |
| a TEAM activity where SELECT people gather to | | | | 11. Remember to celebrate successes and to thank |
| perform WORK that requires GROUP effort. All | | | | members for their efforts. |
| participants of a meeting, therefore, must play a role in | | | | In addition to implementing these concepts, an effective |
| remaining focused and progressing through the | | | | meeting leader must enforce a code of conduct in |
| meeting in a timely manner. | | | | order to maintain a safe environment for discussing |
| Before calling a meeting, it must first be decided | | | | ideas. The meeting facilitator should compel the |
| whether it is necessary. Remember a meeting is not | | | | meeting attendees to follow some simple guidelines to |
| always the most effective way. Other options | | | | ensure an orderly meeting: |
| available might be sending a memo or an email. It is the | | | | Work as a team |
| responsibility of the meeting solicitor to determine the | | | | No rank in the room |
| need for calling the meeting and who should attend. In | | | | One speaker at a time |
| general, it is best to invite as few participants as | | | | Be an attentive listener |
| possible (key players only). The solicitor must also | | | | Focus on the issue |
| review the organizations calendar, reserve the meeting | | | | Respect others |
| room and assign a meeting facilitator to be in charge | | | | Suspend judgment |
| of the agenda. | | | | Allow curiosity |
| Effective meetings necessitate leadership. Leading a | | | | Maintain confidentiality |
| meeting requires attention, confidence, creativity, | | | | It is as equally important to end a meeting efficiently as |
| diplomacy, empathy, flexibility, wits, toughness and yes, | | | | it is to conduct it. Besides just ending a business |
| humor! The primary role of the leader is to establish | | | | meeting on time there should be a review of agenda |
| the ground roles for the meeting which are namely: to | | | | items and results, as well as assignments. A set |
| minimize confusion and disruptions and to institute a | | | | agenda for the next meeting should also be prepared. |
| code of conduct. Some examples of team game rules | | | | Having an effective business meeting is a key |
| that are designed to make meetings more effective | | | | ingredient to having a successful business. If you would |
| are: | | | | like more information on this subject, please feel free |
| 1. If you are planning to introduce a proposal or discuss | | | | to contact us. |
| an issue in a group meeting, send out any relevant | | | | Jennifer Selland is the Founder and President of |
| information to all team members several days before | | | | Well-Run Concepts, a Human Resource Consulting |
| the meeting. | | | | Firm based in Ocala Florida, founded in 1997, whose |
| 2. Review the agenda and bring any relevant materials | | | | mission is to Help Organizations Define and Develop |
| with you to the meeting so that we can make | | | | Top Talent. Jennifer has over 15 years of Human |
| informed decisions. | | | | Resource Management and Executive Operational |
| 3. Dont lobby a few members before the meeting and | | | | hotel experience. |
| try to ram an idea down the throats of the rest of the | | | | Well-Run Concepts |
| group in a surprise attack. Keep issues above-board | | | | "Helping Organizations Define and Develop Top |
| and inclusive. Fight fair. | | | | Talent." |
| 4. Come to the meetings on time. | | | | 303 S.E. 17th St. |
| 5. If you are going to be absent, inform others | | | | |