Ef fect iv e M ee tin gs a nd

Decis ion M akin g

Mee tin g Ty pes
 Information Giving
– Supplying information to others or informing
them of decisions/actions and the reasons for
these decisions/actions
 Information Gathering
– Collecting information from individuals who have
different perspectives about or knowledge of an
issue or problem
Mee tin g Ty pes
 Problem Solving
– Analyzing the causes of and potential solutions
to specific problems
 Decision Making
– Determining a course of action to take with
regard to an important project, service, or task
Key R oles a nd
Resp on sibilit ies
 Leader
 Note Taker
 Timekeeper
 Facilitator (if applicable)
Ef fect iv e M ee tin gs
 Plan and communicate
– Define purpose(s) of meeting.
– Identify topics and the person responsible for
leading discussion on the topic.
– Prepare meeting presentations.
 Keep PowerPoint presentations to a minimum
– Determine participants.
– Arrange for logistics.
– Communicate with participants.
Ef fect iv e M ee tin gs
 Open the meeting.
– Start on time.
– Review meeting purpose and agenda.
– Introduce participants (if needed).
– Set expectations.
– Assign roles (leader, note taker, time keeper,
facilitator).
Ef fect iv e M ee tin gs
 Conduct the meeting.
– Structure the discussion.
– Stay on track.
– Stay engaged.
– Promote positive interactions.
– Summarize each topic.
Ef fect iv e M ee tin gs
 Close the meeting.
– Summarize meeting outcomes.
– Specify next steps.
– Assess effectiveness.
– End on time.
Ef fect iv e M ee tin gs
 Follow up.
– Send a quick “thank you” e-mail.
– Distribute meeting summary via e-mail.
– Complete action items.
Mee tin gs Th at W or k:
Pla ns Bos ses Ca n
Ap prov e
 “Decision makers are as motivated by
friendships, concerns for popularity, and self
interest as by the cold, hard facts gleaned
from rigorous analysis.” *
 “Planning documents too often ignore
what’s really at stake among participants
and fail to establish a logical, agreed-on
course of action.”*
* “ Mee ting s That Work : Pl an s Bos ses Ca n A pprov e, ”
Paul Lov et t, HBR , No v- Dec 198 8.
Mee tin gs Th at W or k:
Pla ns Bos ses Ca n
Ap prov e
 In meetings with decision makers, you must
get them to focus on the important
elements--your vision and your plan of
action.
– Not to get bogged down with lots of raw
numbers.
– They won’t remember lots of boring numbers.
 Decision makers want four questions
answered:
Th e Fo ur C rit ica l
Ques tion s
1 What is the plan?
2 Why is the plan recommended?
3 What are the objectives?
4 How much will it cost to implement the
plan?
– And what is the reasonable upside potential?
 What is the ROI?
Wh at I s Th e Pla n?
 Requires a specific future-tense statement
of strategy
– “Sales department will increase its sales staff in
order to increase its share of advertising dollars
in our medium by 15%.”
Wh y Is Th e Pla n
Rec ommen ded ?
 Make the plan’s rationale clear to the
decision maker.
 You’re laying out what the situation is.
– In just enough detail to get a decision
 Not too many raw facts and numbers.
– Synthesized information that supports the
rationale is vital.
 Propose a specific program that maps out
well-defined course of action.
Wh at Are Th e G oals ?
 Goals are what you expect to happen if the
plan is adopted.
 Limit the financial details to a few important
numbers.
– Just a few numbers are enough to focus the
goals discussion on the right issues.
 Objectives should be strategic, not primarily
financial.
How Mu ch Will Th e Pla n
Cos t?
 Request enough resources to carry out the
plan and achieve the goals.
– Financial and human resources
 Forecast reasonable upside financial results.
– Forecast a ROI.
Over all M eet in g Stra tegy
 Keep it simple.
– Not too many numbers
– Not too much written material
 Keep it focused on the four questions.
 Keep it informal.
– Encourage discussion and give and take
– Encourage informality
 Close!
– Get approval and a firm commitment.
Ef fect iv e D ecis ion
Makin g
Th e E igh t E leme nts of
Ef fect iv e D ecis ion s
 Problem
 Objectives
 Alternatives
 Consequences
 Tradeoffs
 Uncertainty
 Risk Tolerance
 Linked Decisions
Ef fect iv e D ecis ion
Makin g
 Problem
– Be creative about your problem definition.
– Turn problems into opportunities.
– Reexamine your problem definition as you go.
– Maintain your perspective.
Ef fect iv e D ecis ion
Makin g
 Objectives
– Let your objectives be your guide.
 Objectives determine what information you seek.
 Objectives can help you explain your choices to others.
– Master the art of identifying objectives.
Ef fect iv e D ecis ion
Makin g
 Alternatives
– Don’t box yourself in with limited alternatives.
– Use your objectives and ask “how?”
– Set high aspirations.
– Ask others for suggestions.
– Give your subconscious time to operate.
 Incubate
– Never stop looking for alternatives.
 Think outside the box, brainstorm.
Ef fect iv e D ecis ion
Makin g
 Consequences
– Compare alternatives using a consequences
matrix.
– Use experts to help define consequences.
Ef fect iv e D ecis ion
Makin g
 Tradeoffs
– Use swaps.
– Determining the relative value of different
consequences is the hard part.
Ef fect iv e D ecis ion
Makin g
 Uncertainty
– Use risk profiles to simplify decisions involving
uncertainty.
 What are the key uncertainties?
 What are the possible outcomes of these
uncertainties?
 What are the chances of occurrence of each possible
outcome?
 What are the consequences of each outcome?
– Use experts to help define possible outcomes.
Ef fect iv e D ecis ion
Makin g
 Uncertainty
– Use a Decision Tree
 Alternatives - Uncertainty - Consequences
 Decision Tree
B
Go
A Go B No Go

A No Go B
Go

B No Go
Ef fect iv e D ecis ion
Makin g
 Risk Tolerance
– Understand and calibrate your group’s tolerance
to take risks.
– Incorporate your risk tolerance into all of your
decisions.
Ef fect iv e D ecis ion
Makin g*
 Linked Decisions
– Linked decisions are complex.
– Ask: “How will this decision affect other people,
other departments, other divisions, partners,
your industry?”

* Based on the book Smart Choices: A Practical Guide to Making Better

Decisions, John S. Hammond, Ralph L. Keeney, Howard Raiffa, Harvard
Business School Press, 1999.
Decis ion M akin g
Su mmary
 Problem
 Objectives
 Alternatives
 Consequences
 Tradeoffs
– Uncertainty
– Risk Tolerance
– Linked Decisions