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MAKE MEETINGS WORK

Every meeting should have a clear objective made up of two ingredients, an action and an
outcome. The action describes what people will do during the meeting and the outcome
explains the result of the meeting, for example, “Decide how to eliminate the bottleneck
in our build process.” In this example, decide is the action, eliminate the bottleneck is the
result. Sometimes you may need to modify your objective in order to keep the meeting
focused and realistic, such as “Generate a list of ideas that will reduce the bottleneck in our build
process and select the top two for implementation.” This example specifies two actions, generate and
select. Adding a timeframe would be another example of a modifier.

Use this list of results oriented action words to get started:

Develop Evaluate Implement Recommend
Decide Generate Plan Select
Determine Identify Prioritize Solve

Once you have clearly stated your objective use this checklist to evaluate additional
considerations.

zz Is the meeting necessary?

zz Are there other ways to get the same information more efficiently?

zz Who has the authority and information required to meet the objective? Who should
attend?

zz When should the meeting be scheduled and for how long?

zz Where should we meet- Onsite, offsite, virtually? What environment will produce the
best outcome?

zz What process will meet the objective? Problem solving, brainstorming, break-out
groups, informative presentation?

zz What kind of information will be required to kick off the meeting? Introductions, roles,
data, icebreaker?

TIP- For ideas on business meeting related ice breakers, visit

www.businesstrainingworks.com/training-resources/free-icebreakers

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TIP- For interesting insight into methods for a great meeting, check out Kavan
Lee’s blog “9 Science-Backed Methods for a Happier, More Productive Meeting”:
https://open.bufferapp.com/how-to-hold-a-better-meeting-research/

Be aware of other informal roles people may naturally assume during a meeting. Informal roles all fall
into three categories:

Task-oriented roles – these roles move the group toward the attainment of the goal.
Maintenance roles – these roles help maintain the communication function within the group.
Disruptive roles – these are people who are, well, disruptive to your meeting.

Meeting Roles
Task-Oriented
Roles Disruptive
Initiator-Contributor - offers lots of ideas Roles
and suggestions, proposes new solutions,
and new directions of thought
Information seeker – requests clarification Stagehog – seeks attention and recognition from other
and asks for evidence or data group members by monopolizing the discussion
Blocker – does not cooperate and doesn’t allow the
forward progress of the group

Zealot – tries to convert the discussion to a “pet cause”

or idea, delivers sermons on the state of world
Maintenance Isolate – withdraws from participation in the group, acts

Roles indifferent or uninvolved, resists efforts to be included

Harmonizer or Tension-Reliever – reduces

tension through humor, helps to reconcile
differences between members

Supporter – provides warmth and praise as needed

to keep the spirits high in the group, promotes
acceptance of others, helps include reticent
members in discussions

Expediter – encourages even-ness of participation

between members, promotes open discussion

Source: Cooper, P. & Simonds, C. (2006). Communication for the Classroom Teacher, 8th Ed. Pearson.

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The environment and seating arrangement you choose can also encourage interaction.
Consider the pros & cons of these room arrangements:

Lecture/Presenter

zz Good for when the same information

needs to reach lots of people

zz Large group

zz Usually one-sided communication

zz Not effective for problem-solving

zz Limit group interaction

Round Table

zz Encourages interactions/work in small groups

zz Good for cross-functional teaming

zz Not ideal for audio/visual presentations

zz Not ideal for large groups

U-Shaped Layouts

zz Encourage participation

zz Useful for audio/visual presentations

zz Not ideal for large groups

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TIP- Determine who you will invite. Once you have your list of
possible attendees look for redundancy in roles & decision making.
You don’t usually need to include everyone. Try applying the 80/20
rule for representation. You usually don’t need more than 80% of the
key stakeholders in attendance.

The phrase “Time is Money” has never been more true. Ever wonder just how much a
meeting is costing? Try the Meeting Cost Clock at http://www.effectivemeetings.com/
diversions/meetingclock.asp

Meeting follow-up correspondence should include:

zz One-page summary

zz Key actions & individuals

zz Deadlines

zz Goals & action plan

zz Next meeting date

zz Specific instructions

TIP-Effective contact is important following any type of meeting.

For ideas, check out Larry Bodine’s article “10 Types of Effective
Follow-up”: http://blog.larrybodine.com/2012/04/articles/sales/10-
types-of-effective-followup/

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TIP- Asking for feedback can be an essential part to meeting follow-up

procedure. Consider these tools to help tailor your request for feedback!

Brief Survey www.surveymonkey.com

www.kwiksurveys.com
www.esurveycreator.com

Request for Information www.typeform.com

www.jotform.com
www.google.com/forms/about

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MEETING AGENDA
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Meeting Purpose/Objectives:

Participants/Attendance List:

Expected Outcomes:

Logistics:

AGENDA ITEMS

Topic List: Leader: Allotted Time:

FUTURE PLANNING

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MEETING AGENDA
higher learning. @work.
Meeting Purpose/Objectives:

Participants/Attendance List:

Expected Outcomes:

Logistics:

Facilitator:

Recorder:

Timekeeper:

AGENDA ITEMS

Topic List: Leader: Allotted Time:

TARGET DATES:
NEXT STEPS

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