 How to Maximise the Effectiveness of Your MeetingsPublished Date: 2009-05-28 17:26:04 WorkOnInternet.com
I have experienced meetings where the supplied agenda and supporting material would have looked well for a royal visit. Where the agenda was well supplied with references and the participant list should have been a guarantee of a fast moving decision making and effective gathering, but still they failed to have any serious impact on the participants or the organisation they were part of. Perhaps the worst of all meetings are those where a series of presentations have been planned. Individuals - or sometimes their teams - arrive to deliver what can only be called 'Death by PowerPoint', where the sub-agenda appears to be focussed on the best presentation slides regardless of content. The result of this battle for dominance is a meeting that either extends past its time allocation - where one was actually in place, or is shifted around as it proceeds to remove 'less important' points from the agenda. And then I recall a different scenario. Working at a senior level in a large organisation I had a department head whose meetings were different. People invited to his meetings were given a clear statement of purpose and timing. Meetings started on-time, and finished on-time, and were brief. Nobody arrived unprepared - at least not more than once - and contributions were brief and focussed on the meeting objectives. That was and is the difference between normal meetings and successful meetings. When meetings have a definite purpose and are run by leaders who realise that purpose, digression rarely occurs and gatherings have real value to both the individual and the organisation. Quality management processes are intended to support process improvement through the efforts of employee groups. Inevitably the activity of these working groups will involve participation in meetings where decisions are to be the outcome. It is an unfortunate fact that the meeting ethos will be set by what they see around them, by their experience of how it is done by their leaders and others, so the outlook is not good. Managers and all who might be involved in the management of meetings of any sort must learn that while an agenda is a good idea the meeting should be driven by an Objective. Why are we here, what are we attempting to do? Any participant diverging from that line must be redirected to this objective - and that includes the meeting leader! Agendas don't work, Objectives do. ------------------------------ Ed. Bones is a chartered quality professional, an IRCA registered Lead Auditor, and is a senior partner with Meon Consulting Group, supplying expert audit and consultant services for ISO9001 & ISO14001 management systems. Want to learn more? Their company website has a variety of insightful information for your perusal, and includes the offer of FREE Advice at: http://www.rent-an-auditor.co.uk
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