Meetings are just one of several tools of communication used within and between organisations. Used correctly they can be the most important conduit for effective and productive knowledge exchange. In a structured environment with the right people purposefully involved, meetings are where we all have the opportunity to learn, share and create.
Meeting purpose
It is important to identify and detail the purpose for holding the meeting to all involved. The correct environment for the meeting can now be selected, and the participants can focus their preparations accordingly.
The term ‘Meeting’ has come to be used as a catch-all for many different situations when groups of people get together. These include, but are not limited, to:
- information dissemination;
- discussions, leading to conclusions/achieving objectives;
- brainstorming;
- training/workshops;
- planning;
- giving feedback/performance reviews;
- process mapping;
- product development;
- knowledge exchange;
- dispute resolution;
- contract negotiation;
- change management;
- obtaining opinions and feedback.
All of the meeting purposes listed fit in to one of three categories, which in turn will help set the meeting objectives.
Ask yourself if the meeting is being scheduled to enable learning, sharing or creativity?
Three meeting purposes
- Learn – presentation, information dissemination, organisational meeting, etc.
- Share – status updates, financial reviews, sales meetings, discussions, etc.
- Create – problem solving, process mapping, product design, brainstorming, etc.
Even with both the style of meeting and also a seemingly clear purpose identified, if you are still unsure about the absolute necessity of a physical meeting (same time, same place) – then ask yourself a few searching questions to avoid the trap of ‘a meeting for meeting’s sake’:
Could an alternative be more effective?
Could the meeting purpose be supported as effectively by using an alternative to a physical ‘same time, same place’ meeting?
- Emails bombard our ‘Inboxes’, but a well-written concise attachment could work just as well.
- Blogs and wikis are becoming effective tools for groups to formally share information at any time, without the formality of a meeting, although these methods of data transfer are not effective if real-time collaboration is necessary.
A blog (a contraction of the term web log) is a Web site, usually maintained by an individual, with regular entries of commentary, descriptions of events, or other material such as graphics or video.
A wiki is a collection of Web pages designed to enable anyone who accesses it, to contribute or modify content at any time.
- Webcasts published on the organisation’s intranet deliver information that can be viewed on demand.
- Podcasts published on the organisation’s intranet can be downloaded and listened to when and where suits the individual best.
- Internet/intranet connections using tools such as NetMeeting™, SameTime™ and WebEx™ allow the sharing of data between two or more connected computers.
NetMeeting™, SameTime™ and WebEx™ are software applications from different manufacturers that allow users to collaborate over distance sharing text, images and, in some cases, control of the application via the public Internet.
If you are making content available via any of these methods, be certain that everyone can access it easily and effectively. For the younger generation entering the workplace, digital information is a given, for others the ability to access the information may not be so straightforward.
Quite simply, if there are viable alternatives, do not meet when:
- participants do not need to interact in person;
- participants do not need to have the information at the same time;
- communication does not need to be two-way in real time;
- you do not need to see personal reactions conveyed through body language.
What if the meeting did not happen?
- Would any part of the project be jeopardised if a physical meeting did not take place?
- How would participants react if the meeting did not go ahead?
Be aware that, if you start using the telephone, email or Web to replace meetings, then having too few meetings can be as disruptive as having too many, but an alternative to a physical meeting should always be considered.
Meeting objectives
A successful meeting is our ultimate objective but in order to gauge effectiveness we need a set of objectives against which we can measure the accomplishments. Furthermore, clear objectives focus the group on achieving those outcomes within the time period scheduled for the meeting, so long as the set objectives are ‘SMART’.
Use this simple SMART acronym to set worthwhile and meaningful objectives.
- Specific – Objectives should clearly specify what you want to achieve.
- Measurable – You should be able to measure whether you are meeting the objectives or not.
- Achievable – Are the objectives you set achievable and attainable?
- Realistic – Can you realistically achieve the objectives with the resources you have?
- Time – In what timescale do you want to achieve the set objectives?
Meeting title
Communicate the meeting purpose – clearly and concisely – in the Meeting Title, so participants have the relevant information to decide whether their acceptance of the invitation is the right course of action. If the meeting is of a ‘confidential’ nature, consider the wording of the meeting title carefully, as information could be displayed in electronic schedules, etc.
The agenda
The word agenda literally means ‘things to be done’, and one of the most important aspects of a successful meeting is a carefully constructed agenda. This document summarises the structure of the meeting whilst also detailing the purpose, objectives and desired outcomes in a given timescale.
There will be occasions when legal requirements and procedures govern the agenda of a meeting as well as some of the agenda items, such as election of officers, appointment of accountants, etc., but for the purpose of this section we are going to assume that our Brilliant Meeting is not subject to such rules.
If you have the luxury of sufficient time, then circulate a note to proposed participants with an outline of what the meeting items will be, and ask now for any feedback and proposed additions. The reality for most meetings is that a meeting invitation is issued long before the agenda has been finalised, and it is only shortly before the meeting itself that the agenda is circulated, thus not allowing for any additional items to be submitted from participants.
Essential meeting logistics
These items are individually covered in more detail later in this section; however the following important logistical arrangements need to be detailed in the agenda documentation:
- the date, start and finish times;
- venue;
- meeting leader;
- invited participants;
- the dress code for the meeting, if it is different from the norm.
For external participants or those located at other offices, do you need to include directions and transport alternatives? Perhaps the meeting venue has a Web page that you can link to?
Constructing the agenda
Sequence
Items that need fewer than 10 minutes to complete along with the ‘less important issues’ should be placed at the very top of the agenda, but you must be sure that these can be concluded successfully within the time constraints. This will result in those items being dealt with quickly, before the meeting moves on to the larger, more important items, and avoids the smaller items ‘falling off the bottom’ of the agenda.
Urgent items should be prioritised towards the beginning of the meeting. However, try not to schedule ‘heavy’ and controversial subject items close together. This will encourage a diversity of agenda items and help with the flow and intensity of the meeting.
Item allocation
Each agenda item should identify who is leading the discussion/presentation, along with the desired outcome. If necessary prepare a document with fuller descriptions and more background information, or consider circulating a separate briefing note with the agenda.
Timings for individual agenda items
Clearly set out the order in which items are to be discussed, together with the time allocated for completing each item.
Breaks and catering
Define when and for how long breaks have been scheduled, along with information about the refreshments that will be provided.
Meeting duration
In order to achieve the purpose and objectives that you have already set out, be realistic when determining how long the meeting should be scheduled for. Remember to take comfort and refreshment breaks into account.
Two agendas
Consider developing two agendas for the meeting: one is distributed to invitees, and the other is for the meeting leader to help keep the meeting on track. The public agenda lists topics, speakers and allocated time. The leader’s version ranks the agenda items in order of importance (not necessarily in running order) to highlight those items that must be covered before the meeting concludes.
Format
Leave blank spaces below each line of the agenda. This allows participants to make their own notes on the agenda document itself, allowing even the most unprepared participant the opportunity to record pertinent information from the meeting for themselves.
Date of next meeting
In order to save time organising future meetings, ensure this agenda item is listed – particularly on the leader’s copy of the agenda as a ‘must do’. This will also encourage the participants to consider their own availability when committing their attendance to a future meeting.
Issuing the agenda
The most common way to send the agenda to the proposed participants is by email.
As an alternative, consider posting an electronic version of the agenda on to an intranet page and email those people with secure access a link to that page. This will ensure that, as the agenda develops, participants will always have access to the latest version without a constant barrage of emails.
The ‘Any Other Business’ (AOB) trap
Do not list AOB as an agenda heading – this will just elongate the meeting with subjects that have not been prepared for. Instead ask for AOB contributions in advance, so that time can be allocated on the main agenda.
Achieving outcomes
A successful meeting has occurred when all the agenda items and agreed outcomes have been reached, with clear actions, responsibilities and deadlines – all completed in the time allocated!
Strategy Meeting
Date: |
Wednesday 13 May 2009 |
Time: |
11.00–12.55 followed by lunch |
Venue: |
Central Boulevard, Oxford – www.space2inspire.co.uk/ locations |
Meeting Leader: |
Duncan Peberdy |
Participants: |
All Board Members |
Dress Code: |
Business casual |
AGENDA
11.00–11.10 |
Coffee |
11.10–11.20 |
Welcome from Meeting Leader |
11.20–11.40 |
2008 Business review – JH |
11.40–12.15 |
Discussion of Top 6 Accounts by revenue – All |
12.15–12.40 |
Strategy for new busines – DP/JH |
12.40–12.55 |
New business pipeline, marketing and opportunities – GD/JH |
13.00– |
Lunch then depart |
Documents attached |
Draft Management Accounts to 31 March 2009 |
Costs and benefits
Is it possible to calculate an approximate cost of your meeting?
Use the answers to the questions below to calculate an approximate cost for a single meeting:
 |
What is the average annual salary of the group members? | A |
|
How many participants are attending? | B |
|
How long is the meeting scheduled to last? | C |
|
Now for the maths bit – grab a calculator (A × B)/1,800 gives an hourly rate Multiply the hourly rate × C | |
|
The answer will give you the exact ‘human’ cost of your meeting |
The temptation might be to believe that because everyone is ‘on hand’ there are no significant costs associated with your meeting but, as illustrated in the following example, costs can be significant.
Now consider the hidden, but very real infrastructure costs of the following:
- the meeting room itself;
- the furniture and equipment in the room;
- catering and refreshments.
Intangible benefits
Of course there are some benefits that you cannot put a cost against. These are listed below.
Team building
To really feel part of group you do occasionally have to meet up. People achieve more when they work together as a group with a common goal.
‘Coming together is a beginning
Keeping together is progress
Working together is success.’
Henry Ford
Motivation
If you are fortunate to have a leader who is motivational just by their words and presence, then having them in the room will deliver far more than sending out their message in an email. If they have a commanding voice this will come across on a conference call, but nothing will surpass being there with them in person.
On a personal note
Time during breaks, before and after meetings, can provide an opportunity to ‘get to know’ your colleagues on a more personal level. This will benefit the professional interactions of the individuals through better personal understandings and relationships.
On their own these invisible benefits are not sufficient enough to determine that a ‘same time – same place’ meeting is a must, but they should be part of the decision-making process when plans are being made to hold a physical meeting.