HOW TO MAKE MEETINGS MORE EFFECTIVE?
Goals: 1. Give audience a firm grasp of the various aspects necessary to control a successful meeting. 2. Give the audience an idea of what standards of behavior and preparedness should be expected from the leaders and participants of a meeting. 3. Give the audience a model upon which meeting revisions can be carried out. 4. Give the audience some sample innovations that can be tried at their chapter. A. Introduction - What do meetings mean to the average Triangle member? Think about your experience with meetings: chapter meetings, committee meetings, business meetings, seminars, etc. Where there any specific things that tended to make these meetings "good" or "bad"? What is your typical experience with meetings? How would you describe those meetings you typically conduct? B. The Value of Meetings Brings together people to exchange information that can save time or increase productivity Keep people up to date on vital information Problem solving Setting direction Opportunity for individual to make contributions, gain responsibilities, demonstrate leadership C. The Cost of Meetings Expensive; take time, effort, and money ($41 billion on corporate and association conferences) Many consider meeting time as "wasted" Many common complaints about meetings (too long, no preparation time, no tangible outcome, etc.) What is the audience's experience with meetings (review complaint list) D. Types of Meetings 1. Information-giving (bull's-eye) 2. Training, introductions, motivate, persuade, delegate, gain support) 3. One-to-many communication 4. Information-exchanging (ping-pong) 5. Interviews, socialize, reconcile opposing views, staff reports) 6. Two-way communication to exchange views 7. Information-creating (spiral) 8. Make decisions, solve problems, analyze situations, formulate goals) 9. Generation of new ideas and concepts Where do chapter meetings fall into these categories? (A chapter meeting shifts from one type to another as it goes along)
E. Leadership Styles, a profile Autocratic: always in control, enjoys power, organizes and follows through all phases of work. Democratic: maintains control but allows majority rule, encourages group to contribute ideas and expertise. Laissez-faire: allows others to do what they think is best) These styles are the extremes and middle of a range that must be adjusted to fit the situation. Certain traits and skills are desirable for any meeting leader. Analytical Impersonal A quick thinker A clear communicator Unbiased Patient Able to keep a group on target Tactful Cool under pressure Restrained Able to see the humor in situations F. Difficult Situations Ten Common Difficult Situations - A leader may want to have prepared (and practiced) responses for each of these situations. 1) Latecomers 2) Irrelevant, unworkable suggestions 3) Good points not related to topic under discussion 4) Attendees who don't contribute 5) Attendees who ramble or overelaborate on every point 6) Rude, mocking comments about suggested ideas 7) Whispering or note writing among attendees 8) Combative attitudes towards other participants 9) Presenters who are not prepared 10) Sexist comments How would you handle each of these situations? Participant Types Always-Confused Clown Attentive Constant Complainer Creative
Devil's-Advocate Doom-and-Gloom Eager-Beaver Easily-Offended Hostile Leader-of-the-Revolution Power-Seeker Nonstop-Talker Show-off Shy, Silent Supportive Well-Prepared
How can you help these different types maximize their contributions, and thus optimize the effectiveness of the meeting? G. Successful Participant Profile Both leaders and participants need to demonstrate positive behaviors in order to achieve a successful and productive meeting. Leader Be open and encouraging Serve as a catalyst by posing questions Maintain harmony; remind participants of shared goals and appropriate meeting behaviors Don't ramble Gather support for ideas before the meeting Participant Decide to make the meeting worthwhile Attempt to answer leader's questions, especially if a long silence has ensued Defend your ideas, but exercise appropriate meeting behavior Don't ramble Review minutes of last meeting; study agenda; assemble materials; complete tasks Practice listening skills; don't engage in side discussions Take notes and ask questions Demonstrate "we" attitude Suggest closure for items that aren't resolved within allotted time; volunteer for follow-up tasks that are assigned
Don't control or dominate the discussion
Takes notes on all that occurs Use and elicit "we" behaviors Exercise follow-up options if consensus can't be reached on an issue
Apply the P&G Selling Model to your statements 1.Summarize the situation 2.State the idea 3.Explain how it works 4.Reinforce key benefits 5.Suggest an easy next step Do it all in 30 seconds.... I.The Meeting Process (RE-7) 1.Required Is the meeting needed, or is there an alternate method to convey the information; i.e. bulletin board, memo, telephone calls, or one-on-one informal meetings. The meeting is a tool, not an end unto itself 2.Readiness The purpose of the meeting is defined The type of meeting and leadership approach has been selected A time and place has been selected as well as other physical arrangements An agenda has been prepared Notice is given to the selected participants Monitors are selected; a time monitor and a topic monitor are possibilities 3.Restraints Time: adhere to agenda and time allotments Money and materials: be creative in preparing for your presentation Self-restraint: keep the meeting moving and take up the roles of supporter, catalyst, stimulator, harmonizer, or facilitator as needed 4.Record Minute-taker: Minutes are the official record of the meeting (see Supplement B) Scribe: Writes discussion points on chart paper 5.Regulate Keep the meeting flowing. Use various strategies to keep the meeting on target. 6.Review "To Do" list of tasks assigned Review meeting progress and ensure participants have reached consensus Use meeting evaluation forms 7.Results Meeting follow-up is critical Distribution of minutes (within 24 hours preferable) Keep track of assigned tasks Get feedback on meeting effectiveness from participants J.Ideas for Raising Meeting Awareness 1.A single person can make an impact, especially by setting the example. 2.Consider using an innovation that will change how meetings are perceived Lock out latecomers Set a timer and end meeting when it rings
Have a guest speaker Have a meeting with no chairs Require each participant to publicly pledge what he will do for the next meeting Ask each participant to come to the meeting prepared with a statement of his opinion on the issues or problems on the agenda Substitute a social or "brotherhood" meeting for the regular business meeting K.What About Robert's Rules and Parliamentary Procedure? 1.Parliamentary procedure is not necessary for a good meeting. However, it is often a useful tool for establishing a due and fair process for handling business on which there is contention. 2.Procedure is not useful unless all of the participants know the procedure and how to use it. L.Pledges and Chapter Meetings Pledges are members of Triangle Fraternity. Remember that they'll soon be voting members of your Chapter, and eventually your officers. Make them feel welcome at regular chapter meetings, and encourage their input. Here are a few things to keep in mind: Pledges are members of Triangle, but they can not take part in discussions of the following: Initiation Membership the Ritual Constitution and Bylaws the Triangle Oath Bring Pledges into the meeting room after the active body has recited the Oath, and taken care of any of the above business. Some chapters find it useful to have a seperate meeting for Pledges. The bottom line: Don't "yo-yo" pledging members. In other words, don't invite them in, then ask them to leave during a meeting. Be sure your Pledges understand WHY you are asking them to leave parts of meetings. You may consult the National Constitution and Bylaws to read exactly what is written in respect to meetings and Pledges. M.Summary 1.What's most important? (Attitude, Preparedness, Consideration) 2.Important aspects of meetings (types, process model, a tool instead of an end unto itself) 3.What Can I Do? (Be a good leader/participant, evaluate continuously, supply feedback)
Supplement A - Problem Solving Techniques 1.Step-by-step Approach a.Define Problem b.Analyze Problem c.Generate Solutions d.Select Solution e.Implement Solution f.Evaluate Solution (close the cycle) 2.Fishbone Analysis This tool is used to break a problem down into sub-areas that may help discover underlying problems and causes that are simpler to deal with than trying to tackle the overall problem at once. It is called a "fishbone" because of the pattern the diagram takes as it is developed. 3.Brainstorming This tool is a method used for a group to attempt to generate ideas and solutions for a problem. The major key to successful brainstorming sessions are that everyone understands what the problem is, AND that no commentary is made on the ideas until the list of ideas has been generated. Winnowing out the irrelevant or unworkable ideas can wait until the evaluation stage. Stage 1: Make sure that everyone knows what the problem is. Also assign a scribe to write down the ideas as they are stated. Finally, ensure that everyone understands that no comments are to be made about the ideas at this time. Stage 2: Go around the group. Each person may state an idea or solution or they can "pass". Continue around the group multiple times until everyone has "passed" in a row. If someone passed earlier, they can still contribute ideas in later rounds. Make sure that all ideas are being written down. Using a flip chart will make the next stage easier. Stage 3: The group will now review the list of ideas. Each idea should be evaluated. The most relevant ideas are those that should be pursued and followed up. Selection of the best ideas can take place by a number of different methods.
Supplement B - Standards and Guidelines for Meeting Minutes (from Pitt Chapter Alumni Sec. Manual) Chapter meeting minutes should be able to answer at least the three following major questions: 1.Who attended?
2.What decisions were agreed on? 3.What will be the active topics for the next meeting? In addition, the time and place of the next meeting may also be necessary depending upon circumstances. Since the minutes are the official record of the meeting, the precision and accuracy of the recorded events is vital. Once the minutes have been confirmed and archived they are often the only method by which past chapter decisions can be reviewed. Minimum standards for composition of chapter meeting minutes: Full name of all attendees is recorded (no nicknames). Synopsis of each officer's report. Full text of all motions is recorded. Also recorded is whether the motion passed or failed. All appointed tasks properly recorded in the organization's "To Do" list. Time at which meeting convened. Time at which meeting adjourned. Recommended standards for composition of chapter meeting minutes: Recommended that officer titles and status of non-voting attendees be noted as well. Recommended that officers submit a written report for inclusion with the minutes while making a verbally reported summary of the written report. Recommended that the discussion topics and major discussion points be recorded even if a motion on the discussion topic is not made. It has been noted that major issues worthy of being recorded are often discussed without official action being taken. Standard for "To Do" list to include the task, the person given the task, the date the task was given, the deadline for completion of the task, and the last date upon which the status of the task was reported. Minimum standards for posting and distribution of chapter meeting minutes: Minutes completed within one week of the meeting date. Minutes typed on a typewriter or word-processor. One printed copy kept for archival purposes. One printed copy posted on the bulletin board of the chapter house. Recommended standards for posting and distribution of chapter meeting minutes: Minutes completed within forty-eight hours of the meeting date. Minutes typed on a word-processor One printed copy kept for archival purposes, a copy kept electronically. One printed copy posted on the bulletin board of the chapter house. One copy distributed to each Executive Board member either electronically or hardcopy.
Additional tips and pointers for recording and distributing meeting minutes. 1.Recording of minutes. The use of nicknames and abbreviations when recording minute notes is quite acceptable. It must be remembered, however, to convert the references to proper names when recording the actual minutes (or to provide a translation note.) A good rule of thumb for what is actually recorded is to look at the task as if one was reading the minutes five years after the event. From that distance one needs to be able to find meeting times, attendance information, plus some information on who made what comments. A reference to "Cosmo" or "F Bob" will probably have no meaning to later readers. One, when recording actual motions, should feel free to insist on a re-reading or re-stating of the motion in order to ensure that the motion is properly and accurately recorded. Another result of this process is that the secretary is often forced to mildly edit motions for grammar at a later point. It is important that the intent of the motion is not set in doubt by this editing. 2.Distributing minutes Multiple media may be used for distribution of minutes. Officers or interested brothers with e-mail access can have their copies sent via e-mail. Others may require copies sent via USPS or placed in their officer mail slot at the chapter house. It is recommended that hardcopy minute copies be placed in an envelope with a name label (these are very easy to format and print on a PC.) Finally, having minutes available from the chapter WWW page would be an additional option to consider for the future.
Supplement C: Twenty-two Strategies for Keeping Your Meeting On Time and On Target 1.Appoint a facilitator or topic monitor to remind the group when it is straying from the topic at hand. This person should be neutral as far as the issues are concerned. 2.Appoint a time monitor to caution the group when the time allocations are being exceeded. Like the topic monitor, this person should not be overly involved with the issues so that he can concentrate on keeping track of time. 3.Start the meeting on time. 4.Don't waste time politely reviewing what has already been covered for those who arrive late. 5.Stick to the agenda and its time frame. Table non-agenda items until the next meeting. 6.Minimize distractions, both real and potential. 7.Be sensitive to the group's need to take a break or to end the meeting. Group members will indicate such needs by being easily distracted, restless, or argumentative. 8.Do what you can to maintain the group's interest.
9.Discuss the unimportant items on the agenda quickly. 10.Do not permit one individual to dominate the meeting. 11.Watch out for "group think"; don't allow conformity to control decision-making. 12.Be sure appropriate problem-solving techniques are being used. After evidence of a problem has been presented, interpret it and then decide which actions should be followed. 13.Attack problems, not the people who cause them. 14.Be aware of extremes: groups that are too divided, too united, or too task-oriented do not function as well as groups that are moderated. 15.Avoid these communication barriers: Words that may have multiple interpretations. Generalizations (words such as "always" or "never"). Sexist language. Words or phrases that are emotionally charged. Presenting information without first providing a framework for it. 16.Be firm with ramblers. 17.Ignore irrelevant comments. 18.Continually summarize points that have been made or agreements that have been reached. 19.If you feel you have been put on the spot, give the question right back to the person who asked it. For example, you might ask, "How would you handle it?" 20.If the group is growing restless or if interest in the topic is waning, ask open-ended questions. 21.Reinforce or repeat points of discussion that parallel the meeting's purpose. 22.If two participants disagree to the point of conflict, try one of these tactics: Call for a vote on the matter. Introduce a diversion, such as taking a break. Try humor. Have the parties who disagree leave the room to carry on their discussion. Ask for facts rather than emotion-based opinions. Clarify the areas of disagreement. Insist that one person talk without being interrupted. Then allow the other person the same courtesy.
Supplement D: Attending to Physical Arrangements The physical environment under which a meeting takes place is as important as having an agenda. The meeting planner has be make careful preparation and planning. Some key items that have to be considered: Reserving a room Size of the room (will everyone fit comfortably) Air-conditioning/heating Materials that participants may need (paper, pens, water, coffee, refreshments)
Audiovisual equipment and its placement (including power sources or phone line access) Extra bulbs for the projector, full pad of paper for flip chart, pointers, marking pens Acoustics Lighting "No smoking" signs, ashtrays, or a separate smoking section Information regarding directions, parking, location of phones, restrooms, etc. Signs or notices posted informing when and where the meeting will be held Shape of the table(s) Kind and number of chairs Arrangement of the chairs/tables if the meeting is a large one The arrangement of the seating is a task unto itself. Ask yourself these simple questions when you are deciding on the arrangement: What is the purpose of the meeting? What chairs and tables are available? How many people will be attending? How has the seating been handled in the past? What is the leader's or speaker's preference? What physical constraints will limit the arrangement? Will the attendees need to work in small groups? Will a "breakout" room be needed? Will the leader or speaker move around the room? Will attendees need to move around the room? Obviously, if the participants are intended to take notes than sufficient table space is necessary. Information-giving meetings will tend to have an arrangement similar to that of an auditorium or lecture hall where linear rows face a main podium. Information-exchanging or -creating meetings will tend towards circular arrangements where everyone can face and speak with the other participants.