Business Meetings: Is This One Really Necessary?

Here’s a video I just posted to YouTube discussing how to decide whether or not to hold a meeting.

Leading Meetings: an Essential Skillset for Managers

Monday morning meetings, client meetings, problem solving meetings, staff meetings, regular meetings — just too many meetings! That’s a common problem for managers at all levels, who feel they can’t get on with the work of their department for attending or leading meetings. For new managers, it’s just another layer of added stress!

Meetings are a fact of business life, and while technology can cut down on the number of face-to-face meetings, there are still times when that’s the best way to deal with issues. So whether you are a new manager or a seasoned manager, you’d do well to learn to run effective meetings.

Here are Helen’s 9 Rules for Meaningful Meetings:

1.    Call only necessary meetings.
Could a teleconference, a series of phone calls, an e-mail or a memo serve the same purpose? Develop a reputation for calling meetings only when necessary, and people will be more willing to devote their time to them.
2.    Invite the right people.
Invite people who have something to contribute or who need to be involved in the discussion. Don’t invite people just because they are at a certain level in the organization. Busy people appreciate your consideration of their time.
3.    Distribute the agenda before the meeting.
People should receive the agenda a week or so before the meeting. This lets people know what will be discussed and gives them an opportunity to gather information they will need and prepare their input. Receiving an agenda as you arrive at a meeting is almost as bad as not having an agenda at all — and that’s bad!
4.    Start and finish on time.
Don’t wait for latecomers—they shouldn’t be rewarded for upsetting everyone else’s schedule. Allot a time to each subject on the agenda and stick to it. You will finish on time—and people will love you!
5.    State the objective at the start of the meeting.
State an objective that is results-oriented rather than discussion-based. e.g. “We are meeting this morning to approve the final budget for next quarter.” This is a measurable objective, towards which you can work during the discussion.
6.    Keep the meeting moving towards its objective.
Don’t let people drag the discussion off track. Keep reminding them of the objective and redirect the discussion back when they stray.
7.    Don’t just sit there—say something!
Having something to say and saying it is the only way to contribute to someone else’s meeting. Do your homework in advance and you will know what you want to say.
8.    Arrange for appropriate notes.
If it’s your meeting, arrange for a support staff person to take notes. The note taker should not be a participant, since it is difficult to participate and takes notes at the same time.
9.    When the objective has been accomplished—stop!
Finish early and you’ll be a hero, so don’t spoil it by starting to discuss other issues. Congratulate participants on a successful meeting, and let them get back to their day.
We don’t spring from the womb knowing how to run effective meetings — we need to work on the skills! That’s why The Manager’s Journey includes a whole stage on both leading your own meetings and making the most of the time you spend at other people’s meetings. Learn these skills now, right at the start of your management career, and you’ll save your company money and yourself a whole lot of stress.