4
The Art of the Agenda: Your Flight Plan
If you don’t know where you are going, you’ll end up someplace else.
—YOGI BERRA
A good meeting begins with a clear purpose and an agenda to accomplish that purpose.
If a meeting is spontaneous, the first agenda item is to draw up an agenda. With three coworkers standing in the hall, this can be as simple as stating what the purpose of the informal meeting is and what you hope to accomplish. Ideally, if logistics permit, the informal agenda should be written on a flip chart or whiteboard where everyone can see it. And notes should definitely be taken.
FLIGHT PLAN CHECKLIST
Remember that the goal before a meeting is preparation. The agenda is your Flight Plan for where you want to go and when you want to get there. It is also critical to the success of the goal of focus during the meeting.
1. Who Will Create the Agenda?
This can be one person or a few people. Having one person create the agenda is straightforward and logistically simpler, but there are times when you will want more than one person to be responsible for the agenda. Being the gatekeeper of the agenda is a powerful position. You can decide what gets to the group’s attention.
There may be some cases in which having only one person with this responsibility would be giving that person too much power. However, the downsides of having too many people create the agenda are the logistics of getting them together to do it and the time it takes for them to communicate about it and organize it. But even if several people are responsible for creating the agenda, you should always designate only one person to be the recipient of agenda items and information from the other participants and to put together the document.
2. What Is the Process for Submitting Items for the Agenda?
Decide how items should to be sent to the agenda creator—via e-mail, hard copy, or both. Each agenda item submitted must include the following:
1. A topic title
2. A clear purpose (in one or two sentences)—that is, why this item deserves the group’s attention
3. Who, if anyone, is taking the lead on this item
4. The processes that will be used (brainstorm, presentation, discussion, and so on)
5. A realistic estimated time frame for the agenda item (that is, 15 minutes for the item, composed of a 5-minute presentation and 10-minute discussion)
6. Any background information attendees will need to read ahead of time
7. What is expected from the group (their opinion, considerations, questions, and so on)
8. Who is doing what and when
3. What Are the Criteria That Make Items Worthy of Being on the Agenda?
Some criteria will vary according to the types of meetings, whereas others will remain consistent. The consistent criteria tend to be similar to the criteria for having a meeting in the first place:
1. The agenda item requires group interaction.
2. The agenda item involves everyone at the meeting.
3. The time/benefit ratio of the item is favorable to including it. The item is worth group time in general, and it is worth the amount of time allotted in relation to the other agenda items that must be covered during the meeting.
Because meetings have a finite amount of time and each agenda item requires a certain amount of time, the people making the agenda must prioritize. This means weighing each item against the others on the agenda and asking, “Is this item worth group time, and if so, how much group time?”
Schedule the most important items first. That way, during the meeting, if you find you need more time for an important item, you can cut less important ones at the end of the agenda.
However, you must always be realistic about time. Do not overschedule in the first place. You may have 10 items that are all important, but realistically, there will be time for only 8 of them. Which get cut? The person or team coordinating the agenda will need to make a judgment call on whether a particular item deserves the group’s precious interactive time (or as much as is being requested).
If the agenda creator doesn’t think an item deserves the amount of time requested or deserves to be included in the meeting at all, it is a good idea to contact the person who submitted the item by phone or in person, not e-mail. E-mail is too easily misunderstood. When people read an e-mail, they hear it in a certain tone, according to their own stress level, blood sugar, and whatever they have going on at that moment. You don’t want to risk having a person feel dissed or dismissed. You need to talk to the person to clarify why the item is important and explore whether it can be handled in another way. Clarification requires interaction. You will waste your time and energy if you do it over e-mail.
In this conversation you might discover that the item’s importance was not clear to you in the original submission. If there is not enough time for the item, you might suggest a different way of accomplishing the same result or schedule it for a different meeting.
4. What Is the Deadline for Submitting Agenda Items?
Because we want people to come prepared, they need to receive the agenda and background information related to each item before the meeting. How far ahead of time depends on the volume of the information and its complexity. You don’t want to send it too early so that people either read it and forget it or decide to read it later and put it in their inbox, where it gets buried. Neither do you want to send it too close to the meeting so that they don’t have time to read it. In general, aim for three to five days ahead of the meeting. It’s also a good idea to ask participants what works for them.
Once you have decided how many days ahead of the meeting to distribute the agenda, the next step is to consider how long it will take for you to create the agenda. Distribution time plus creation time are subtracted from the meeting date, and that becomes the deadline for submission of items. If you have a meeting on Friday, May 10, for which you want people to have three days to review the agenda, then distribute the agenda on Tuesday, May 7. If the agenda takes one day to create, you’ll do that on Monday, May 6. If you do not include weekends as workdays, then the deadline to submit is Friday, May 3.
I recommend being very strict about the deadline for submitting agenda items and not accepting items after that deadline. Do not reward procrastination. If people like to do things at the last minute, then be clear that the last minute is 5 p.m. on Friday, May 3, and they are welcome to procrastinate to their heart’s content until then.
Obviously, it is possible for important things to come up after the deadline that weren’t known before but that still need to be addressed at the meeting. It’s OK to make an exception for these items. But beware. The majority of things that come up in that time period more often relate to people’s poor last-minute work habits and not genuine priorities that first appear in the window between the deadline and the meeting.
During a meeting of a board of directors, some board members distributed background information on paper. I observed the chaos in the room as other board members tried to read what was just given to them while another kept talking. The focus was totally destroyed.
Once my term as president began, I was ruthless and allowed no exceptions. If people didn’t submit an agenda item on time, it wasn’t getting on the agenda unless I knew the item had genuinely come up in that window between submission and meeting. But there was absolutely no distribution of information allowed at the meeting. All info was due by the agenda deadline. It took only one meeting to get everyone submitting on time, and you know what? They all thanked me for it.
5. Who Will Be Assigned to the Flight Crew?
Some participants at the meeting will also fulfill process roles. We’ll go into these roles in great detail in subsequent chapters, but for now they are the Pilot, the Air Traffic Controller, and the Flight Recorder.
The Pilot is the primary timekeeper, keeping the meeting on course and on time. The Air Traffic Controller has two responsibilities. One is to maintain the focus of the group on the current topic and use the current process to keep the meeting on course. The other is to control who can speak such that participation is balanced and assertive people don’t dominate and passive people can contribute. The Flight Recorder gathers everyone’s points of view in a visual way that facilitates Holographic Thinking and effective follow-up.
THE FORMAT OF YOUR FLIGHT PLAN
Having a workable format for the agenda is as important as having the agenda itself. You want it to be simple to follow but contain all the information you need to keep focused and to navigate the meeting successfully.
On the volunteer boards I have served on, I usually put our vision, mission, and values at the top of the agenda to remind people of our greater purpose. Remember, people can pay attention to only seven things, give or take two. Putting the greater vision in their consciousness is always a good idea.
I also find it useful to give people an overview of what we want to accomplish and what we want to finish when the meeting is done. If you have vision at the top, then this is next. If you don’t, then this would be at the top. For example:
What to Achieve at This Meeting
• Reaffirm our vision and mission.
• Review and approve our goals and objectives.
What is our legislative plan?
How will we increase membership?
• Review and approve the roles of board members for the procedure manual.
• Review the changes in election procedures and bylaws. Formalize that committee.
• Elect new officers.
Each item on the agenda should include the following.
1. The Item Title and Number
This should be specific enough that everyone knows what it means, but it should not be so verbose that it goes on for many lines. For example, “Ramifications of budget cuts” or “Project management issues” or “Status report of XYZ” would be simple and to the point.
Each item should have a number in front of it that represents its order on the agenda. Though the font size for your document may be a standard 10 to 12 points, make the number of the agenda item larger, 16 or 18 points, so it stands out. Then use the regular type and font size for the title of the collateral information that supports that item. This makes it easy for people to find and brief themselves on the collateral information that pertains to the item:
#3 Agenda item: What are the pros and cons of the new move?
2. The Time Frame
At what time will we focus on the item and for how long? Be as accurate as you can. Don’t round off. In fact, I highly recommend you use times on the agenda that are not in the usual factor of 5. For example:
#3 Agenda item: What are the pros and cons of the new move?
Time: 8:36 to 9:38
This gives the impression that time actually matters (which it does) and that you intend to stick to the schedule. You don’t have to be random. Try to be accurate.
How long the group will spend on the item also should be clearly specified:
#3 Agenda item: What are the pros and cons of the new move?
Time: 8:36 to 9:38 (62 minutes)
The time frame for each item must be realistic. Here are some factors to consider when setting a time frame:
• How many attendees may want to say something about it?
• How much might they need to say?
• Does this topic require active discussion?
• What is the past history in terms of time required for this topic or this type of topic?
If the amount of time for an agenda item is not realistic, you are setting up the meeting for failure. Knowing the right time frame for each type of item is a learning process; your goal is to get better at it over time. Learn from each meeting by always taking notes on how long an item actually took.
My recommendation is that you initially allow a bit more time than you will need without being excessive. And if you are done early, people will be really impressed. What people have to say on a topic will expand or contract to fill the time allotted to it.
3. The Person Responsible for This Item
Whoever is responsible for an agenda item should be listed with that item:
#3 Agenda item: What are the pros and cons of the new move?
Time: 8:36 to 9:38 (62 minutes)
Who: Jack and Mary
4. The Purpose of Having This Item on the Agenda
This is huge! Write a sentence or two that tells everyone why this item is worthy of precious meeting time and why it is important for them to be there. This helps people relax and focus on the item and supports a feeling of accomplishment:
#3 Agenda item: What are the pros and cons of the new move?
Time: 8:36 to 9:38 (62 minutes)
Who: Jack and Mary
Purpose: Because the new move will disrupt work flow for a week and will affect all departments, it is important that we examine its ramifications.
5. The Processes to Be Used and Who Will Take the Lead
Different agenda items will require different processes. Some items may require only one process, whereas others may require more than one. (We will discuss the meeting processes in detail in Chapter 11.)
For example, you may have an item that will require a presentation, then a question-and-answer period, then a discussion, and then a vote. Another item may simply be a presentation with questions asked as they occur during the presentation. If different people take the lead on different processes, their names should appear next to the process. It is also important that the time frame for each process be specified, as well as more details on the subject itself. For example:
#3 Agenda item: What are the pros and cons of the new move?
Time: 8:36 to 9:38 (62 minutes)
Who: Jack and Mary
Purpose: Because the new move will disrupt work flow for a week and will affect all departments, it is important that we examine its ramifications.
Process:
• Presentation on reasons for the move (10 minutes), Jack
• Question and answer (6 minutes)
• Presentation on anticipated effects on work flow (10 minutes), Mary
• Question and answer (6 minutes)
• Discussion on how you see it affecting your work flow (30 minutes)
6. Information That You Need to Read to Brief Yourself Ahead of Time
Along with the agenda, you should attach any other documents with information the participants need to read before the meeting. Make sure the documents are clearly labeled and named according to the agenda item. Some agenda times may not require any background information, in which case specify “no info” in the info area of the agenda. Also, make it clear that part of the Meeting Jet process will be to not catch up latecomers, so reading ahead of time is expected:
#3 Agenda item: What are the pros and cons of the new move?
Time: 8:36 to 9:38 (62 minutes)
Who: Jack and Mary
Purpose: Because the new move will disrupt work flow for a week and will affect all departments, it is important that we examine its ramifications.
Process:
• Presentation on reasons for the move (10 minutes), Jack
• Question and answer (6 minutes)
• Presentation on anticipated effects on work flow (10 minutes), Mary
• Question and answer (6 minutes)
• Discussion on how you see it affecting your workflow (30 minutes)
Info: Read the attached PDF document describing the move and the spreadsheet that shows the exact times certain areas will be nonfunctional.
7. What Is Expected from the Participants in Relation to This Item
It is critical for participants to focus in the right way on the item. For example, you may want the participants’ opinions, or their analysis of the positives and negatives, or for them to understand what is going on, or to have their questions answered. The clearer people are on what is expected of them, the more effective, efficient, and focused they will be. This will also support the elimination of irrelevant tangents.
#3 Agenda item: What are the pros and cons of the new move?
Time: 8:36 to 9:38 (62 minutes)
Who: Jack and Mary
Purpose: Because the new move will disrupt work flow for a week and will affect all departments, it is important that we examine its ramifications.
Process:
• Presentation on reasons for the move (10 minutes), Jack
• Question and answer (6 minutes)
• Presentation on anticipated effects on work flow (10 minutes), Mary
• Question and answer (6 minutes)
• Discussion on how you see it affecting your work flow (30 minutes)
Info: Read the attached PDF document describing the move and the spreadsheet that shows the exact times certain areas will be nonfunctional.
What do you need from me: We want you to consider how this move will directly affect you and your department. Considering the projects you have, when is the ideal time to move?
8. Who Will Do What When
This is where you record any decisions, commitments, and actions to be made after the meeting. Be specific. Include names and dates. Effective follow-up begins with everyone knowing who is doing what and when. (For an agenda document template, visit www.DealingWithMeetings.com.)
#3 Agenda item: What are the pros and cons of the new move?
Time: 8:36 to 9:38 (62 minutes)
Who: Jack and Mary
Purpose: Because the new move will disrupt work flow for a week and will affect all departments, it is important that we examine its ramifications.
Process:
• Presentation on reasons for the move (10 minutes), Jack
• Question and answer (6 minutes)
• Presentation on anticipated effects on work flow (10 minutes), Mary
• Question and answer (6 minutes)
• Discussion on how you see it affecting your workflow (30 minutes)
Info: Read the attached PDF document describing the move and the spreadsheet that shows the exact times certain areas will be nonfunctional.
What do you need from me: We want you to consider how this move will directly affect you and your department. Considering the projects you have, when is the ideal time to move?
Who is doing what and when: By Friday, everyone will e-mail Yolanda a prioritized list of preferred times for the move.
CONSIDER THE AGENDA ORDER
In time management there is an efficiency principle called clustering. It means you put all the parts of one kind of task together and do them all at once. For example, you can group phone calls, a certain type of paperwork, and a category of e-mail. Clustering is a very efficient way to do things because there is an acceleration phase as you become oriented and get up to speed. Then you cruise very efficiently for a while. When you complete the task, there is a deceleration phase. Because of the acceleration/deceleration, you probably can get more done in one uninterrupted hour than you can in five interrupted 15-minute periods even though technically the latter is more time.
Clustering also improves efficiency at a meeting. Think in terms of clustering the way people’s attention is focused. This can be accomplished in a number of ways.
Topic
You can cluster a group of topics that relate to one another. For example, you may have a group of items in a row related to budgetary questions. Once people are oriented and thinking about that topic, they will process it more efficiently.
Process
You can cluster according to process—for example, grouping a number of agenda items that require discussions. Once people are in discussion mode, they become efficient, so the agenda can have a number of different topics in a row that require discussion.
Energy and Time of Day
Another factor to consider in ordering items on the agenda is the energy level of the meeting. I’m sure you’ve experienced higher-energy and lower-energy meetings. The time of day is one important factor. Consider the different energies that might be created at the following times: first thing in the morning, before lunch, a meeting that is running over into people’s lunch hour, after lunch, and at the end of the day. Consider what time of day will support the success of the process.
If a meeting is long (a few hours to a full day), you definitely need to consider agenda items in relation to time of day. I was on a board of directors that met for two days each quarter. When it came to the budget, we found there were two timing considerations that supported the success of that tough topic. One, it needed to be discussed first thing in the morning when people were fresh, and two, it was better addressed on the second day, when the participants were used to discussion and in a decisive mindset.
Energy and Topics
Topics also can affect energy, such as the discussion no one wants to have about reducing the budget. In a long meeting, it is especially important to consider energy level as it relates to topics and process. Over the course of the day, people have higher- and lower-energy periods. Let’s call the higher-energy period prime time. In terms of your meeting, consider what is prime time, the highest-energy period of the meeting, and use that for the agenda items that will require the most thought, brain power, and focus. Also consider which items can easily be tackled in a lower-energy period and organize the agenda accordingly.
Priorities
Another important factor to consider when you create the order of agenda items is their relative priorities. You may want to put the most important items first. That way, if an item really requires more time than was originally planned for in the agenda, you can create more time for it by postponing to another meeting the discussion of the less important items at the end of the agenda.
A successful meeting begins with preparation. The better and more specific the preparation, the more likely you will be successful at achieving the goal of focus during the meeting.
GREAT MOMENTS IN MEETINGS
The Big Short
Just because you have a meeting, it doesn’t mean it has to last an hour. We have multiple regular meetings to report statistics and compliance with laboratory standards. We’ve figured out how to get through most of them in about 35 minutes, leaving everyone more time to do productive work.
Before, a person would bring a piece of paper, read from it, and then add it to the minutes. We didn’t know how many reports there were, and we had to listen to those that didn’t require anything. The meeting was fraught with anxiety about how it would go on and on.
We all agreed to prepare ahead of time by sending the data to the assistant so the agenda could contain the data that we used to add. That way, if the sections didn’t have anything to report we simply acknowledged and moved on. That shortened the meeting from an hour and 15 minutes to about 30 minutes!
—Chief MD, Pathology and laboratory medicine
SUMMARY
1. Who will create the agenda?
2. How do people get items on the agenda?
3. When will it be done and distributed?
4. Who is in the Flight Crew?
• Pilot
• Air Traffic Controller
• Flight Recorder
5. Format each agenda item as follows:
• # Agenda item
• Time (time range and total time)
• Who
• Purpose
• Process with times
• Info
• What do you need from me
• Who is doing what and when
6. Set realistic time frames for each item and learn from experience:
• How many attendees may have something to say about it?
• How much might they need to say?
• Does this topic require discussion?
• What is the past history in terms of time required for this topic or this type of topic?
7. Consider the agenda order:
• Cluster by process?
• Cluster by topic?
8. Consider the energy and time of day.
9. Consider the energy and topic.
10. Consider ordering items by relative priorities.