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Book I

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Meetings Made Easy: The Ultimate Fix-It Guide
By: Frances Micale
INTRODUCTION: Three top reasons why meetings do not produce results: A. The group doesn’t follow the agenda. B. There is no clear meeting objective. C. There is no participation. Staff meetings generate a lot of negative reactions. People complain that they occur too often, never begin or end on time, are dominated by the boss and are generally a waste of time. Consider holding staff meetings less frequently and keeping them on a tight schedule. This will force you to focus on the most important issues. Get a different person to conduct the meeting each time. Solicit ideas from the group on what should be discussed at each meeting.

Meetings serve two major functions: A. Sharing information - It requires the person conducting the meeting to take on a directive role, since the group is simply receiving information. - He or she directs the participants to action. - These are some types of information that might be presented: 1. The restructuring of an organization. 2. An assignment of new jobs or responsibilities. 3. An announcement of a decision made by the management. 4. A new policy. B. Making decisions - Meetings that focus on here have the m to be much more powerful. - Participants become more active and essential to running the organization. - They are not just presented information, they are asked to make decision together about something that affects the organization done by the guidance of the facilitator. The facilitator is the person designated to help the group make decisions, solve problems an develop and implement plans within the structure of a meeting. The facilitator should strive to create a comfortable atmosphere that encourages all members of the group to actively participate in discussions. The facilitator can also help coordinate that effort of the members after the meeting.

 How to develop a detailed agenda: a. Preparing for the meeting 1. . creating a list or designing a plan.  It should be posted and referred to during the meeting and can also be sent out ahead of time. . Effective facilitation is a key factor in helping people realize that they have to say and can make a difference. These are some of his or her responsibilities outside the meetings:      Getting more resources for the group. 2.  It should be written before the meeting begins. to clarify the purpose of the gathering. posted during the meeting and constantly referred to throughout the session.“What” is the topic to be discussed or the activity. This is especially true when the facilitator is working with a group on a long – term project. the time scheduled for the meeting. The meeting agenda is divided into three columns – “What”. Limit the number of meeting participants to those who will contribute information or those who will be impacted by what is discussed in the meeting. specific and tangible outcome such as arriving at a decision. developing a solution.  It is the road map used by the facilitator to chart the steps the group will follow to achieve intended outcome for the session. .  It identifies a concrete. Write the agenda for the meeting. b.“Who” is used to note the names of guest speakers or to indicate that someone other than facilitator will be making presentation. Keeping senior managers and others are informed Tracking results Establishing a strong business case for the group’s work Coordinating activities as directed by the group. c.  It is a statement of purpose that describes what the group must achieve. “Time” and “Who”.“Time” is the estimated of how much time will be needed for each agenda item. Create a meeting outcome statement.Book I: Meetings Made Easy: The Ultimate Fix-It Guide By: Frances Micale The facilitator’s job continues even after the meeting ends. the place and who will be attending the meeting. CHAPTER I: Not another Meeting! A.  It should be presented every time there is a meeting. Begin with writing down the intended outcome. .

a. Develop a meeting outcome. Make sure the participants know the location of restrooms and phones. budget constraints or consequences of the project at hand). Ask for questions to ensure that the participants understand the intended outcome. Participants Roles by Type of Meeting Information Sharing Decision Making (such as staff meetings. Read the posted outcome for the group. Refer to any action items that should have taken place at a previous meeting. (Parameters are limits for the group including deadlines. b. b. Refer to the intended outcome as the meeting progresses to keep the ground focused. a. Beginning of the Meeting 1. announcing a new policy or creating a plan to implement procedure. refreshments and audiovisuals. presenting any a decision. d. Describe any parameters surrounding the outcome and provide any useful background information. (such as solving a problem. Welcome the group and create a positive tone. Announce when the meeting will end and cover other logistical issues. Book worm. e.  The participants should know what they are supposed to do to make the meeting a success. Send out announcement of meeting. Develop the agenda. d. Settle role expectations. B. addressing a information-director) business situation-facilitator) Receiver of information Decision maker or contributor of ideas Participants Roles Meeting Leader Meeting Participant . 2. 3. 2. c. Make any necessary introductions if any participants don’t know each other. Summarize which phase the group is currently focusing on if meeting is part of an ongoing project. Clarify intended outcome for the meeting. 5. 4.Book I: Meetings Made Easy: The Ultimate Fix-It Guide By: Frances Micale Meeting Preparation To – Do List 1. c. Identify problem/need/expectation. 3.

Be on time.  Praise or thank the participants for a job well done. so the participants know what will be happening during the session. Guide the group through each agenda step. Publish the results of the meeting.Respect the opinion of others.  Develop ground rules to specify behaviors that will help make the meeting more successful such as: . . give each person a quick explanation of how to effectively carry out his or her duties. .Avoid interrupting others.Book I: Meetings Made Easy: The Ultimate Fix-It Guide By: Frances Micale Assigning Special Roles Avoid calling on people to take on certain roles. the work is not:    Follow up as necessary.Reiterate any decision made or any progress toward the outcome.Do not engage in personal attacks. Contract the ground roles. . 5. one at a time. time and place for the next meeting. The End of the Meeting  Discuss what was accomplished or decided during the session and revisit any unfinished business. 4.  Verify action items. . Asking for volunteers is much more effective and the comfort level of the person volunteering will be higher. ask the group members how they want to handle these issues. you have the volunteers you need. Evaluate the meeting’s effectiveness.Set the date. After the meeting is over. D. . . Present and describe the meeting agenda items.Discuss ay issues that have not yet been resolved. Once. C. The Body of the Meeting  The body of the meeting is where the actual work toward the intended outcome takes place.Participate! . .

 Content refers to the actual ideas. . Participate fully. suggestions and decisions that come out of a group discussion. body language and voice tone. . 2. Content – Neutral and Process – Oriented The facilitator should show neutrality on all content issues through appropriate words. 3. . The facilitator should write down all suggestions. the manager or a group member. The facilitator is acting as a conductor in directing the flow of the conversation. 5.Clarify items on the list.Eliminate from the list items that the group agrees are unnecessary. . It’s how a group achieves its goal. The facilitator should deal only with the meetings process issues and be process oriented. However. 6. Content vs. There are also process issues that involve behavior. The facilitator is concerned of how the group is communicating. Process  Process refers to the way the group works together. the best person for the job is usually one who can take a neutral part in the group’s work. 4. 1. It is what a group does to achieve a goal. Who Should Be a Facilitator? Choosing a facilitator requires careful consideration. Allow only one person to talk at a time.Book I: Meetings Made Easy: The Ultimate Fix-It Guide By: Frances Micale CHAPTER II: I Thought I Knew How to Facilitate Facilitator – someone who helps meeting participants work together to make decisions. The facilitator could be anyone: the group leader. The facilitator should always aloe group members to make the decision. not by the ideas being discussed.Brainstorm a list of desired items. The facilitator should live with the group’s decision whatever it is. develop plans and then implement those plans. Be on time.

 Live with all group decisions.Book I: Meetings Made Easy: The Ultimate Fix-It Guide By: Frances Micale 7.Neutral Accept all ideas Allow the group to make decisions. b. c. Focus on how the group’s communicating. Explain at the beginning of the meeting that you have a stake in the decision and would like to give your input on a limited basis. I’ll be assigned to be a facilitator I’ll be glad to accommodate the task and be prepared for it. Enforce the ground rules. Properly run meetings save time. To be a facilitator is a challenging task especially in the field of nursing. Remaining Content . productivity. and solve problems. If ever one day. Maintain the credibility as facilitator through: a. d.  Avoid influencing the group. Meetings are vital for management and communication. It creates new ideas and initiatives and it diffuse conflict in a way that emails and memos cannot. Acknowledge your bias. The facilitator is ensuring the group members understand the ideas so that they will be able to accurately assess the ideas.       Being Process – Oriented Encourage participation Ensure that all ideas and statements are heard and understood. A strong leader facilitator is very motivating to his or her team and is able to create an environment where team members trust each other and are empowered to make decisions — even in the absence of the leader. increase motivation. Make sure the group is comfortable with this. Being a good facilitator is at the core of being a good leader. Involve yourself in the content of the meeting only to save the group unnecessary time and effort. . That's why meetings are so useful. REFLECTION: Practicing the fundamentals above in nursing administration will ensure that any meeting are on track and productive. Limit the number of times you give your opinions to only the most important issues.