Effective Meeting Management

Discussion Document

INTERNAL & CONFIDENTIAL

GCP - IT Process and Service Management

December 2012
Copyright © 2012 Tata Consultancy Services Limited
Meetings: A Necessary Evil

Like
Like war,
war, meetings
meetings should
should be
be our
our last
last resort
resort

Effective Meeting Management

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INTERNAL
 Session Objectives and Takeaways
Objectives
• Establish a best practice in
managing effective meetings
• Emphasize the key aspects of
effective meeting preparation
• Share techniques for dealing with
difficulties and conflicts that arise in
meetings
• Share techniques for handling
outcomes from meetings
-3-
Participant Takeaways
• Plan and properly prepare for
meetings
• Prepare and use an agenda
• Facilitate and run meetings
• Participate effectively in a meeting
• Recognize and deal with problems
in meetings
Effective Meeting Management
INTERNAL
Effective Meeting Management
Agenda

Making Meetings Work

Designing The Meeting

Running An Effective Meeting

Attending A Meeting Productively

Transitioning From Meeting to Action

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Effective Meeting Management
Agenda

• When To Have A Meeting…?

Making Meetings Work • Examples of Common Consulting Meetings
• When NOT To Have A Meeting…?

Designing The Meeting

Running An Effective Meeting

Attending A Meeting Productively

Transitioning From Meeting to Action

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 Making Meetings Work
When To Have a Meeting…?

Share
information
Develop Make
plans decisions
Resolve Ensure
conflicting understanding
viewpoints and acceptance
of ideas

Get immediate
reactions on Solve critical
priority issues problems
Resolve important Recognize
issues accomplishments
Exchange or gather
information

There
There will
will always
always bebe aa need
need for
for meeting.
meeting. However,
However, itit is
is worth
worth stepping
stepping back
back to
to analyze
analyze ifif itit
is
is really
really needed
needed and
and do
do we
we have
have alternative
alternative solutions…
solutions…
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 Making Meetings Work
Examples of Common Consulting Meetings
Common Meeting Customer Internal Practice
Purpose
Types Example Examples
• Proposal Presentations to
Present final reports /
Senior customers • Global Leadership meetings
Finalize or Decide upon
Management • Final Presentation of • Business Planning meeting
critical issues or initiatives
Meetings engagement • Quarterly / Annual reviews
/ Develop plans
• Tollgate reviews

Information gathering or • Workshops to collect inputs • Knowledge sharing sessions

Workshops
sharing / Training • Customer Training sessions • Showcase sessions

• RFP / RFI Q&A sessions

Showcase new offerings
Introductory • Engagement Kick-off call • Orientations sessions
and products / Information
Sessions • Demo sessions (offerings, • Induction sessions
sharing / Orientation
products)
• Engagement's weekly status
Review activities / • Fortnightly Geo updates
reports
metrics, and resolve • Retrospective review
Review Meetings • Deliverables review
tactical obstacles and meeting to review practice
• Engagement progress
issues functions
review
• Huddles by various
Huddles / Status Share daily schedule / • Engagement's Daily Stand
functions / initiative leads
Updates activities up meetings
• Collaboration / Connect calls

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 Making Meetings Work
When NOT To Have a Meeting…?

Is it worth the time and effort?

Is there a specific objective in mind?

Text

Will it lead to effective use of everyone’s time?

Is there a better alternative?

E-mail, Memo or report, One-on-one conversation,
Conference call, Request for written input

What is not a meeting?

Conversations, Group work sessions

Meetings
Meetings are
are toxic
toxic because
because they
they break
break workdays
workdays into
into aa series
series of
of work
work moments
moments

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Effective Meeting Management
Agenda

Making Meetings Work

• Special Purpose Meetings
• Six simple Steps for Efficient Design
• Key Points To Remember and Question To
Designing The Meeting Ask While Deigning the Meeting

• Guidelines for Effective Meeting Design

• Best Practices in Common Consulting
Running An Effective Meeting Meetings

Attending A Meeting Productively

Transitioning From Meeting to Action

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 Designing The Meeting
Know Your Purpose to Design the Meeting Effectively
Facilitated Meeting
• Designed by facilitator to meet leader’s
objectives
• Agenda and outcomes shared with participants
ahead of time
• Requires planning and attention to logistics
• Typically includes individual and group activities
to accomplish the outcomes
One-Minute Meeting
• Meeting only lasts a minute or so
• Meeting just has ONE topic of discussion
• Arrive on time
• Give clear and simple direction, provide simple
feedback
• Thank the individual again for being available
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Sales Meeting
• Requires due diligence beforehand w.r.t :
• Outcome - Problem identification, relationship
building, pitching a capability
• Research on the client organization (e.g., web site,
annual report, K1 statement) and participants
(e.g., Linked-in profile)
• Often occurs at multiple levels or multiple groups
Daily Stand-Up Meeting
(SCRUM)
• Whole team meets at a daily at a fixed time
• Time boxed for 15 mins
• Every team member answers three questions:
‒ What did I accomplish yesterday?
‒ What will I accomplish today?
‒ What’s getting in my way?
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 Designing The Meeting
Six Simple Steps For Efficient Design

Prepare Agenda - Identify topics that would be addressed and

1 the expected outcomes

Prepare Structure - Plan how to achieve the expected

2 outcomes (presentation, discussion, group exercise,
brainstorm, prioritization technique etc.)

Identify Participants - Identify list of participants and their

3 contribution towards achieving the expected outcome

Allocate Date and Time - Identify a date suitable to all

4 participants and estimate the time that would be allocated for
meeting and each topic

Arrange Venue and Logistics - Select the meeting venue -

5 Office, Meeting room, offsite location, teleconference /
videoconference, etc.

6 Send Invites - Notify participants

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 Designing The Meeting
Points To Remember and Questions To Ask
• State the meeting objectives Sample Agenda
1 Prepare
Agenda • Itemize points to be covered (Click Here)

• Arrange meeting points in a logical order

• State the purpose of each item

• Select who is responsible for presenting each

2 Prepare
Structure agenda item
• Based on the type of meeting identify the right
Meeting
Tools
tools for running the meeting (Click Here)

• Does the participant have:

3 Identify
Participants – Something to contribute?
– Something to learn?
– A stake in the outcome?
– Decision-making responsibilities?
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 Designing The Meeting
Points To Remember and Questions To Ask

Allocate • Identify a date and time based on agenda,

4 Date and
Time
urgency and appropriateness
• Allocate time for each agenda item

Arrange
• Book venue and ensure the required logistics are
5 Venue and
Logistics
arranged well in advance
• Arrange for flipcharts, whiteboards, projector, Logistics
food (if a day-long meeting) Checklist
(Click Here)
• If operating from offsite, ensure call booking,
webex, videocon as required

• Send invitation to all participants along with

6 Send
Invites
agenda, date, time and venue details (also share
teleconference / webex details as needed)
• Ensure sending invitations at least a week in
advance

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 Designing The Meeting
Guidelines for Effective Meeting Design

• Meeting Outcomes:
– Be very clear on the outcomes you want to get from the meeting: decision, input, alternatives,
actions.
– Put them in clear, short, tangible form (e.g., “List of corrections to existing document”,
“Decision on whether to do x or y”, “Agreement on approach to x”, etc.)

• Chairperson
– Coordinate with the leader, assuming you’re not the leader

• Agenda and Timing:

– Craft meeting agenda and check for timing
• Can I accomplish this in the time we have, or do I need more than one meeting?
• Allow time for alignment on outcomes at the beginning and actions at the end.
– Send out agenda ahead of time, along with any preparation material that participants need

• Logistics:
– Determine whether you need any special aids (flip chart or whiteboard, projector, etc.) and
make sure you have them ready
– Arrange for logistics suitable for your outcomes (rooms, facilities, etc.)
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 Designing The Meeting
Best Practices in Common Consulting Meetings
• Ensure a crisp agenda
Senior • Face-to-face meetings are strongly preferred
Management • If operating from off site then ensure Video conference facility
Meetings • Share an update on previous meetings' action items, if any

• Send out an interesting invitation to ensure good participation

• Inform participants on pre-workshop reading and provide materials
Workshops • Ensure all logistics and venue arrangements are made
• Ensure workshop is designed the way it will be run and be clear on the output

• Analyze audience and define scope accordingly

Introductory
• Keep session material crisp and to-the-point
• Plan to discuss few live scenarios to make the topic more understandable
Sessions • Prepare speaker notes, but don’t’ use them

• Communicate the scope of review

• Share review material with participants 3-5 days beforehand
Review • Keep all relevant information with regard to the review material handy prior to the
Meetings
meeting

• Keep the timing as short as possible (15 mins to max 30 mins)

• Stand up meetings work well
Huddle Calls • Set up a recurring call for offsite participants and set up recurring connect call
between offshore and onsite representative

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 Designing The Meeting
To Summarize: Premeeting Checklist

Checklist

 Are the outcomes stated: short, tangible, clear?

 Are you and the leader aligned on the outcomes?

 Have you identified participants who are relevant and necessary?

 Have the logistics been arranged for (room, etc.)?

 Is the agenda complete, clear, and appropriate for the time allowed?

 Has any prereading been sent out or linked in the agenda?

 Has the agenda been distributed to the participants well ahead of time?

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Effective Meeting Management
Agenda

Making Meetings Work

Designing The Meeting

• Keeping the Focus and Pace
Maintained from Start to End

• Key Challenges While Running The

Running An Effective Meeting Meetings

• Best Practices for Running Common

Consulting Meetings

Attending A Meeting Productively

Transitioning From Meeting to Action

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 Running An Effective Meeting
Setting Focus and Maintaining Pace
Start of The Meeting
• Start on time
• Review and confirm your
objectives and agenda
• Make the time limits clear
• Review the evaluation and
action items from the
previous meeting, as
needed
• Establish meeting roles (if
appropriate)
• Explain how questions will
be handled
During The Meeting
• Stick to the agenda and
the time commitments
• Stay focused
• Change techniques when
you feel stuck
• Involve all participants
• Prevent multiple or side
conversations
• Manage disagreements
and conflicts
• Park unanticipated topics
for later discussion /
follow-up, or disposal
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End of The Meeting
• Begin to wind up ten
minutes early
• Summarize decisions and
accomplishments
• Revisit parking lot
• Establish actions and
deadlines
• Set future meeting dates,
as appropriate
• Thank participants for
their time and
participation
• End the meeting crisply,
positively and on time
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 Running An Effective Meeting
Typical Challenges While Running a Meeting

Typical
Challenges

Handling the Chair Effectively

Staying Focused on Outcome Vs. Time

Dealing with Unproductive Behaviour

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 Running An Effective Meeting
Challenge I: Handling the Chair Effectively

• Keep calm and feel assertive

• Greet members and make them feel welcome, even late members
Be Yourself when appropriate
• Use active listening techniques, paraphrase, summarize, repeat
• Ask for cooperation and say what you want

• Have a clear agenda with rough timings

• Never assume people know what you’re talking about. Take time to go
Focus on over the issues and explain why you are discussing them
Creating Actions • At the meeting mention what decisions you are making and why, e.g.,
‘I’m going to give this discussion another five minutes and then draw it
to a close’

• If many people want to speak, keep a list of who speaks next to remind
you. Be up front, so people will know their queue position.
Manage the • Stop people from talking for too long. Be firm and consistent but not
Group Dynamics aggressive: “Can you say that in a single sentence?”
• Stop people from interrupting. Step in immediately with, “Just a
moment, Let’s let X complete their thought”
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 Running An Effective Meeting
Challenge II: Focus—Outcome vs. Time

Drifting of the • Use the agenda as a compass to keep people on track of the purpose
topic/Objective and outcomes needed from the meeting

• Use a little tinkling bell to call people back from tea breaks; it’s pleasant
Extended
to the ear and one need not raise their voice or clap to gain attention.
breaks

Sticking to the • Appoint a timekeeper or use some interesting tools that will function as
time a stop clock and keep everyone aware of the time, such as Meeting
Kanban
• If an agenda item takes longer than planned due to extended debate
Extended and discussion use the 'parking lot'
discussion over • Take an action item on the issue, to be discussed after the meeting and
a single point updates / decisions to be provided back to the group
• Take group opinion on whether the time for an agenda item is to be
extended at the cost of other items

Making
Making no
no decision
decision is
is to
to guarantee
guarantee an
an ineffective
ineffective meeting
meeting

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 Running An Effective Meeting
Challenge III: Dealing with Unproductive Behaviour

Coming In Late • Reward and thank those who were there on time when
they come. Welcome latecomers quickly and keep going.

• Don’t take it personally! Keep temper in check and model

Argumentative
for group. Find some merit in points made or take offline.

• Call for courtesy. Confront them. Walk towards the

Side Conversation whisperers. Restate last comment made. Explain to group
the need to hear information.

• Implement “parking lot” for divergent ideas. Restate

Losing Focus
purpose of discussion.

• Invite others to comment. Use round-robin technique.

Conversation Domination
Establish speaking order. Hear all first. Propose time limit.

• Examine what motivates them. Ask for their opinion. Take

Won’t Talk a break, probe for discomfort and set expectations in
private.
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 Running An Effective Meeting
Running Common Consulting Meetings
• Patience and sensitivity to the feedback given by senior management is a key
Senior • Avoid more than two presenters
Management • Avoid getting into tactical and operational details
Meetings • Begin the meeting with an update on previous meetings' action items, if any
• Summarize action items at the end of the meeting
• Run workshop with two facilitators for an effective outcome
• Value the viewpoints and time of the participants
Workshops • Make sure that participants have room to contribute
• Present a scenario in the beginning of the session that interests attendees
• Break monotony via playing number game / ice-breakers to grab attention
• Be with the participants, cross check, ask questions to validate what you are
Introductory delivering is being grasped by the audience
Sessions • Pay attention to the participant’s voice and inflection
• Use examples that participants can relate to

• Reiterate the scope of the review at the beginning

• Properly justify the reasoning of the work which would clearly reinforce the
Review purpose of the work
Meetings • Validate your understanding of the feedback with the reviewers: restate,
paraphrase, etc.
• Keep the topic short and crisp as time is limited
• Summarize at the end of the call; Assign actions
Huddle Calls • Come in with a planned outline for the meeting and don’t let things get too far off
topic or spend too much time on any one issue

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 Running An Effective Meeting
Do’s and Don'ts for Example Meeting Types
Daily Stand 1 Minute Facilitated Sales
Activities
Up Meeting Meeting Meeting Meeting
Start on-time ü ü ü ü
Welcome the participants û û ü ü
Introductions û û ü ü
Icebreaker or warm-up activity û û ü û
State the meeting purpose û ü ü ü
Review the agenda and desired outcomes û û ü ü
Ask for clarifying questions û û ü ü
Review or development of ground rules û û ü û
Assignment of roles in case of any û û ü û
Assign note taker if required û û ü ü
Remind the meeting end time ü û ü ü
Distribute handouts if any û û ü ü
Discuss Next Steps û û ü ü

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 Running An Effective Meeting
To Summarize: Meeting Checklist

Checklist
 Start on time
 Review and confirm your objectives, agenda and state time limits
 Review the evaluation and action items from the previous meeting
 Establish meeting roles (as appropriate)
 Stick to the agenda and the time commitments
 Stay focused
 Change techniques when you feel stuck
 Establish action items and responsibilities
 Summarize the session
 Set the date, place, and objectives for the next meeting
 End the meeting crisply, positively and on time

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Effective Meeting Management
Agenda

Making Meetings Work

Designing The Meeting

Running An Effective Meeting

• Effective Participation Guidelines

Attending A Meeting Productively • Six P’s to Get Across Your Point
Effectively

Transitioning From Meeting to Action

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 Attending A Meeting Productively
Effective Participation Guidelines
• Be on time: Coming late is disruptive and disrespectful to other
participants
• Come prepared: Read, do, or think about what you’ve been asked by
the leader. Bring any information or materials relevant to the
discussion
• Active Listening: Listen courteously and attentively to others. Don’t
think about what you want to say, what you have to do later in the day,
or anything else.
• Take Notes: Stay focused on what’s going on and note your
impressions of the meeting, as well as record decisions and any
follow-up actions for which you are responsible.
• Speak briefly and to the point: Time is limited, and other people
have things to say, too.
• Keep to the Agenda: Don’t bring up unrelated topics or issues
• Offer constructive feedback: Remember the golden rule of
feedback, “Criticize actions and ideas, not people.”

Ideas
Ideas don’t
don’t bring
bring their
their own
own commitment
commitment or
or perseverance,
perseverance, only
only humans
humans do
do that
that

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 Attending A Meeting Productively
Six P’s to Get Across Your Point Effectively

Provide details of the next few steps

Plan State who needs to do what and by when
Agree the actions

Clearly state your proposal

Proposal Take your recommendation to the next
steps

Identify the pros and cons of each option

Proof With the help of the nominal group technique
prioritized items use numbers to rate them

Identify possible options by seeking participant

Possibilities opinions
Use nominal group technique to prioritize

State the implications of the position

Problem Ask participants for facts and figures if they
are aware of any

Provide a summary of the current

Position situation along with facts and figures

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Effective Meeting Management
Agenda

Making Meetings Work

Designing The Meeting

Running An Effective Meeting

Attending A Meeting Productively

• Record and Share Meeting

Discussions and Outcomes
Transitioning From Meeting to Action • Conduct a Post-Meeting
Analysis

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 Transitioning From Meeting Into Action
Record and Share Discussions and Outcomes

• Make sure the minutes are transcribed onto a formal template

Record & Share • Get minutes reviewed by respective owners and change as
Minutes of Meeting needed
• Be careful of sensitive information or injecting personal feelings into
the minutes
• Do not distribute the minutes without proper vetting and review

• Develop and circulate an action tracker for carrying out action items
Develop Action Plan or assignments
& Assign Owners
• Assign owners to each action item along with target dates

• Monitor the progress of action items or assignments

Evaluate and
Follow up
• Review meeting evaluation information to improve future meetings
• Set a time for pre-meeting planning for the next meeting

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 Transitioning From Meeting Into Action
A Sample – Minutes of Meeting

Provide general information

like meeting date, time, venue
and attendees

Restate (or attach) the agenda

List each item discussed in the

meeting

List the actions with the

respective owners, target
completion dates and status

Keep a decision log for the

specific decisions and
agreements made in the
meeting

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 Transitioning From Meeting Into Action
Conduct a Post-Meeting Analysis

Objective of Post- Meeting Analysis

"Did you get the meeting's outcomes?”

• Did the meeting follow the agenda? Were all items adequately covered? If
not, why not?

• Were you able to keep to your timetable for each item on the agenda and for
the meeting itself?
Objective of Post- Meeting Analysis
• Was the meeting well"Did
focused,
you getor
thedid it drift and
meeting's ramble?
outcomes?”

• Was there enough participation, or did some people dominate the

discussion?

• Do you need another meeting, either to complete the agenda or to deal with
new issues that arose during the meeting?

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To Conclude

Few Ground Rules …

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 Ground Rules of Effective Meeting Management
Be Careful About…

• No Interruptions - Only one person should speak at a time; no one should

interrupt while someone is speaking

• Equal Participation - Each person should express his own views, rather
than speaking for others at the table or attributing motives to them

• Avoid Grandstanding - Avoid extending comments, so that everyone has a

fair chance to speak

• Stay Focused - Everybody should agree to make a strong effort to stay on

track with the agenda and to move the deliberations forward

• No Surprises - Follow the "no surprises" rule. Concerns should be voiced

when they arise, not later in the deliberations when a "surprise" objection is
raised

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 Ground Rules of Effective Meeting Management
And Key Points to Remember…..

Hold a meeting only when necessary

Invite the right participants and follow an agenda

Make sure all preparations are carried out

Start and finish on time

Keep the meeting focused and encourage participation

Summarize and review follow-up assignments

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 Bibliography/References

References
• https://knowmax.ultimatix.net/sites/arc/L-Bank/How To/Approve Terminated/How To Organiz
e Effective Meetings.doc

• https://knowmax.ultimatix.net/sites/na-mm/learning/primes/Shared Documents/Training Mat

erial/CVS Session/Eff mtg sup ppt.ppt

• https://knowmax.ultimatix.net/sites/arc/L-Bank/Training Material/Approve Terminated/GUID

ELINES FOR MEETINGS.docx

• https://knowmax.ultimatix.net/sites/knowmax_community/Deployment/perfmgmt/Lists/KM B
enefit Instances/DispForm.aspx?ID=4263

• http://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&cad=rja&ve
d=0CCMQFjAA&url=http%3A%2F%2Flibrary.state.or.us%2Fservices%2Ftraining%2FDAST
raining_Materials%2FFiles%2FEffectiveMeetingsPart1TheFundamentals.pdf&ei=-bt7UJ2-G
4zprQfmkYC4AQ&usg=AFQjCNEsBeM07ZcHsftw_dERsh9Atpxl_

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Annexure - I
 Agenda – A Sample

List down all the topics which

will be covered along with
their description and allotted
time

Specify the audience who

are invited for this meeting

Specify the targeted

outcomes from this meeting

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 Meeting Facilitation Tools – Some Examples

Tools What is it? When is it used?

Brainstorming
•A participative technique for •Generating lists of problems and topics,
generating a list of ideas potential solutions, or items to monitor
about an issue •Stimulating group participation and energy

Multi-voting •A technique for narrowing

down a list of ideas or options. •Selecting a problem, a topic, a solution, or
It is used in conjunction with an item to monitor
brainstorming

Parking Lot •A list on the wall that the •Keeping the meeting on track and in focus
group uses to save valuable •Being diplomatic and polite
tangents for later •Points not relevant to the topic or agenda,
consideration but too valuable to lose

Action Plan / •A map used to identify what •Assigning accountability and responsibility
Work Out needs to be accomplished, •Visualizing as a group the steps needed to
who will do it, and by what accomplish the tasks ahead
date •Monitoring the team's progress

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 Logistics Checklist While Planning the Meeting

Face-to-Face Meetings Video / Teleconferences

 Ensure booking of meeting rooms with  Book teleconference / webex /

right capacity and at right location videoconference bridges
 Based on the requirements, ensure  Use bridge with Toll free dial in numbers
availability of tools like:  For addressing a large number of people,
 Projector use a bridge which has a leader pin to
 Whiteboard mute all lines
 Flipcharts  Avoid joining multiple bridges in the same
 Color pens / markers meeting
 Sticky notes
 Notepads and pens  Share invitation, attachments (if possible),
 Copies of handouts call, and webex details well in advance in a
single invitation
 Arrange refreshments if it is a long
 Share presentation with all before the
meeting
meeting

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 Daily Standup Meeting in Scrum

What did I do yesterday?

What will I do today?

Is there anything in my way? Max. 15 minutes

3 Key Questions that would be answered by each Team Member

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 PROS and CONS of Daily Standup meeting in Scrum

PROS
•Great emphasis on team work.
• Team learns and contributes throughout
the process
• Team becomes autonomous and strives
for excellence
• Rotation of leadership depending on the
phase gives a distributed nature of project
execution
• Creates an open environment and
encourages feedback
• Evaluation of effort and subsequent
rewards are based on the team
performance
CONS
• If the team is not committed then process
collapses
• The management's comfort level in
delegation of tasks
• Emotional impact of failure on team
members if the project fails
• The size of the team is restricted due to the
involvement of all team members
• Suited for development of new products
and not for enhancements

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 One-minute meeting

• Schedule a short meeting with the person you want to talk with. Make it clear that the
meeting will only last a minute or so

• Arrive on time and thank the individual for being available

• Resist any temptation to warm-up a bit with incidental conversation.

• Make it clear that the meeting has one topic, and one topic only

• Stay focused, clear and brief

• Send your message: give clear and simple direction, provide simple feedback. In other
words, address the topic in a couple of sentences.

• Thank the individual again for being available

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 Maher’s Meeting Design Template

• Designer’s copy:

• Participant’s copy:

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 Maher’s Rules of Engagement for Meetings

• A meeting should have a plan, an agenda, and a reason for meeting

• The team leader / facilitator is to define the planned outcomes for each item on the agenda. The planned
outcomes are the reasons for conducting a meeting (i.e., no outcomes, no meeting).
• Distribute the agenda ahead of time. When the agenda is received, check to see whether you’re really needed
there. Contact the team leader or meeting facilitator if you don’t think you need to attend.
• Send read-ahead along with the agenda.
• Use a facilitator if the meeting has more than 2-4 people. The facilitator is responsible for—and has authority to
manage—the meeting’s process. The leader and the participants are responsible for the meeting’s content. All
are responsible for the meeting’s outcomes.
• The facilitator and meeting leader (the one who calls the meeting) should design the meeting together, to ensure
that the process will attain the outcomes.
• Use a scribe and timekeeper when appropriate. With a small group, the facilitator can serve as scribe. A separate
timekeeper is always helpful.
• Set ground rules for how the meeting will operate: behavior, decision process, etc. We are all responsible for
observing the meeting’s ground rules.
• Meetings result in actions that are tracked to closure. The scribe is responsible for recording and distributing the
actions. The meeting leader is responsible for tracking the actions. Participants are responsible for reporting
their progress to the leader.
• Evaluate the meetings so they get better. A simple plus – minus chart can be immensely helpful.

Effective Meeting Management

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INTERNAL
 Facilitated Meeting

• Designed by facilitator to meet leader’s objectives

• Carefully planned well in advance, with advanced agenda and outcomes sent out ahead of time.

• Requires thoughtful attention to logistics: break-out rooms, wall space, food and refreshments,
supporting materials (e.g., flip charts, markers, etc.).

• Typically includes individual and group activities to accomplish the outcomes

• Discussed at length in the Fascinator's Workshop

Effective Meeting Management

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INTERNAL
 Sales Meeting

• Requires due diligence beforehand

– What’s the outcome of the meeting (problem identification, relationship building, pitching a
capability)?
– Background research on meeting participants (e.g., Linked-in profile)
– Background research on organization (e.g., web site, annual report, K1 statement)

• Must attend to two client groups: ISU and its client; may have competing needs or wants
– Implies a “meeting before the meeting” to understand ISU needs, wants, perspectives and gain
alignment

• Often occurs at multiple levels or multiple groups

– Requires flexibility in adapting to changing client participants, each with his own agenda and
wants

Effective Meeting Management

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INTERNAL
Thank you
GCP IT Process and Service Management