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