Meetings are (among other things) used to create motivation, ownership and accountability for work to be done. The following describes in more detail how meetings may be made more effective.
Themes and content
In our work on effective meetings we focus on three elements: preparation, conduct of the meeting, and work that follows.
Preparation
The preparation of both the meeting leader and the other participants needs to be clear, and we make it explicit what these roles include. Some examples follow. The meeting leader’s role is to set the goal for the meeting, define what shall be taken up, and often to supply background information for these matters. Further, the meeting leader should prepare issues/dilemmas connected to these matters, and sketch some alternative proposals for decisions. It is important that the meeting leader define who should be in the meeting, and ensure that the appropriate participants are invited. Maybe everyone who usually participates in a meeting cannot or should not be present; maybe someone who usually does not attend should be invited. The meeting leader must consider this. Time is also important – appropriate time should be budgeted for each matter on the agenda, and there should be a plan in case all matters cannot be handled within the allowable time. Sometimes a meeting leader’s role is more important in some meetings than in others – is there something that needs special attention? How will the participants experience me in the meeting? How shall I demonstrate our organisation’s leadership values in practice? Just as a meeting leader must prepare, so must a meeting participant prepare, as well. Review the matters on the agenda, become familiar with background material, prepare to contribute in the meeting. To support meeting preparation we have designed templates for invitations to meetings, reminder lists for meeting leaders and participants, and templates for agenda.
Conduct of the meeting
In conducting a meeting we set out four steps for an effective meeting.
Establish the context
When the meeting starts or when new agenda points are addressed, it is crucial to set the context for the discussion. Preparation is necessary and good, but it is not sufficient. The meeting leader should explicitly set the context at the start of the meeting and for each agenda point. For example, this may be to say whether the task is to generate new ideas in a brainstorming phase, or whether it is time for analysis and decision. This helps each participant to judge what is appropriate and what is inappropriate – and what the aim is for each matter.
Involve participants
To involve participants means taking active measures so participants relate to the matters at hand. This helps ensure that they are experienced as interesting and important, and that participants gain ownership of matters under discussion. An example of involving participants is to ask questions such as: What is your point of view? Just as it is the meeting leader’s responsibility to involve participants, the participants have a responsibility to involve themselves – and this brings us to the next point.
Listen, let everyone speak, and be curious
When we listen, we often learn something new. Here we show that the opinions of others are just as important as our own, and we open ourselves to new approaches. We have a saying: Listen so that others want to speak, and speak so that others want to listen. It is easy to believe that those who do not work closely on something do not have enough competence or experience to have a valid viewpoint. This belief creates a situation where much of an organisation’s total learning and experience is underutilised. No matter where the approach comes from, whether from intimate or more distant familiarity, diverse viewpoints can be valuable. This should be the starting point for the meeting leader, and something all participants understand. It is precisely new and original thinking which drives development and progress, and hinders outmoded dominant logic from prevailing. Those who know the most do not always find the best solutions. Instead of brushing off colleagues who disagree one should be curious as to why they hold the views they do. Both as a meeting leader and participant we should be looking for the story underlying disagreement. This is particularly true when one disagrees with arguments or colleagues.
Close well
It is important for a meeting leader to be clear and explicit when closing a matter. It is time to close a matter when arguments and wording begin to repeat themselves, or when there is a need for more information or time. Unless agreed otherwise, do not use more time on a matter than specified in the agenda. All matters shall be closed well. It should be clear for all participants where a matter stands when it is closed, and what will happen. Interpretation and speculation must be avoided. If a decision is taken, the decision should be repeated. Repetition – repetition – repetition. If a matter comprises information the meeting leader should repeat the most important points that have been said and/or understood. When a leader closes a matter following a meeting, the words and formulations of other participants should be used. It is essential to demonstrate that you have listened with interest to the views, thoughts and ideas of others. This shows that all have been listened to with respect, even though not all contributions or proposals are followed.
The work that follows
The work done after a meeting is important follow-up to matters discussed in the meeting. A meeting report should reflect the matters which were discussed, decisions taken, and assignment of responsibility. The report should be readable and useful for those who did not attend the meeting. We have a template for a meeting report which can be adjusted and adapted as necessary.
Tools for effective meetings
Template for invitation to a meeting and agenda
- Build on what is already present
- Assist the meeting leader to consider the goal and basis for handling a matter at the meeting, and what kind of matter it is (information, brainstorming, decision)
Check-list for meeting leader – (among other things):
- In addition to the foregoing, sort agenda proposals from participants, clarify background materials, consider the need for contributions from others, time frame, alternative participants, etc.
Check-list for meeting participants – (among other things):
- What will I get from the meeting, what should I contribute with, how should I prepare myself, what should I pay special attention to? In the meeting: be involved, speak so that others want to listen, listen so that others want to speak.
Template for report
- Build on what is already present
- Clarify decisions, also for those who were not present; document commitments
Tools for effective meetings are distributed to participants in TPG workshops along with other documentation. The workshop materials may be adapted to the particular needs of an organisation both in respect to content and also profiling, logos, etc.
