![\"\"](\"http:\/\/integrationtraining.co.uk\/blog\/wp-content\/uploads\/2011\/11\/Meetings.png\" "\\"Meetings\\"")
<\/p>\nThe following is some advice on running effective meetings:<\/p>\n
Who should chair?<\/strong> A good chair is a fair person who likes to listen but has the confidence to interrupt people. They should be relatively uninvolved emotionally with the subject of the meeting. I don\u2019t recommend the boss chairs.<\/p>\n Here are some tips for chairs that often make meetings more effective. You will need to adapt them to the circumstances and it\u2019s once they\u2019re established as habit that they\u2019re most powerful.<\/p>\n Let people know the purpose, timing and any expectations you have ahead of the meeting. E.g. \u201cPlease read the marketing report attached and be ready for a punctual 9.00am start and hard 10am finish\u201d. Agreements are preferable to demands<\/p>\n Start by thanking people for coming, stating the purpose and length of the meeting (50 minutes max, 20 minutes is often enough)<\/p>\n \u201cFrame\u201d the meeting clearly and in a way which keeps the focus, \u201cE.g. Thank you for coming. We are all aware that profits are down and we need to come up with new sales strategies by the end of this meeting at 17.00\u201d. Interrupt any deviations from this.<\/p>\n Maintain a state of \u201cbenevolent urgency\u201d. Establish the authority to interrupt and other powers at the start of the meeting by agreement (especially with managers). Balance task and relationship focus throughout. Listen empathically and acknowledge emotions<\/p>\n Be specific with your requests during the meeting, e.g. \u201cwhat do you think are the advantages and disadvantages of this approach?\u201d, not \u201cwhat do you think?\u201d<\/p>\n Use short \u201crounds\u201d to gather everyone\u2019s views, e.g. \u201cIn one sentence what are the advantages of this book cover\u201d.<\/p>\n Help people separate facts from opinions – often just asking is enough.<\/p>\n Manage yourself and maintain a composed presence<\/p>\n Summarise regularly and acknowledge when the meeting is on and off track throughout<\/p>\n Model the behaviour that you would like from other participants<\/p>\n If overly long meetings are typical hold meetings standing up<\/p>\n If unnecessary meetings are sometimes called, ask the value of each meeting to be publicly assessed by all those who attend\u00a0 – e.g. on a poster – see attached<\/p>\n Hold those who are late or did not do agreed preparation accountable. Often best 1-1 after the meeting. Consequences should be implemented for repeat offenders (e.g \u00a35 per minute late to charity)<\/p>\n Meetings need action points or what\u2019s the point? Who, what and by when are crucial to clarify? Reserve 5-10 minutes for this no matter what else happens.<\/p>\n Celebrate success and show gratitude. Appreciation is a nice way to end a meeting, e.g. a quick round of\u00a0 \u201cwhat\u2019s going well?\u201d or \u201cwhat have you appreciated in others here lately?<\/p>\n <\/p>\n Meeting Evaluation Form <\/strong>– to be publicly posted<\/p>\n Meeting called by:<\/strong><\/p>\n <\/strong><\/p>\n Meeting chair:<\/strong><\/p>\n <\/strong><\/p>\n Purpose: <\/strong><\/p>\n <\/strong><\/p>\n Late \/ unprepared participants (no excuses):<\/strong><\/p>\n <\/strong><\/p>\n Successful or not? <\/strong><\/p>\n (ticks or crosses, one per person, no abstaining)<\/p>\n <\/p>\n Resources for Managers<\/strong><\/p>\n Management Training Courses & Management Skills Training<\/a><\/p>\n Communication Training<\/a><\/p>\n Time Management Training<\/a><\/p>\n Videos:<\/strong><\/p>\n