Our meetings are he

ld to discuss many p
roblems which woul
d never arise if we h
eld fewer meetings
”—Ashleigh
Brilliant

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 Are your meetings dull and uninspiring?
 Do team members question the usefulness of
meetings?
 Are critical issues avoided or overlooked
during meetings?
 Do you wonder if team members are holding
back during meetings?

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 Do team members complain about having to
attend meetings?
 Do you find that meetings end without
resolution of critical issues?
 Do you discuss administrative, tactical and
strategic topics during the same meetings?
 Are important discussions cut short because of
time constraints?
 Do team members seem disengaged during
meetings?

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Good Meetings are three-fourths
preparation and one-fourth
theater.”—from Gail Godwin

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 List the day to day topics
 avoid administrative and management items
on the agenda as business
 Sales report
 Daily production reports with loss time
 Focus on loss time
 Do not restrict your vision

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 Think logical.
 Include
 supporting data
 Respect opinion
 options and recommendations
 Better way of doing things

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 One way to control the length of the meeting is
to use a timed agenda. To do this, the officer of
the day should note the actual start time next to
each heading and then provide an estimate of
how much time each section of the agenda
should take. A timed agenda will allow the
team to re-focus on the agenda if a topic is
discussed outside of the scope of the agenda.
Do not dig past and blame each other

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 Require written
reports from team
members, if the report
is informational only.

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 Defining today’s
strategy in meeting sales
target, eliminating loss,
improving quality of
product, improving
productivity, minimising
over production and
eliminating over reaction
by team member.

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 Allow plenty of time for discussion, and follow
with an item encouraging teamwork.
 Do not beat around the bush.
 Do not encourage team to hide the fault under
the carpet.
 Do not accept the condition as it is.
 Throw challenges in front of the team
 Recognize good work
 Do not allow team to give controversial
statement
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 Follow this order:
 Presence of team on time
 Start from good work
 Follow open ended question for all the Losses and
dig up to root cause, while digging people may feel
bad but its OK, Your job is to lead and educate the
team
 Discuss daily reports
 Pending work
 Discuss Loss

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 Make sure that team members are taking notes.
 Allow only respective departmental
representative to answer for their department.
 No editorial opinions!
 If meetings have action items assigned, ensure
that concerned department take a note of it.
Follow up next day for action point

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 Be on Time
 Set specific meeting objectives before you lead
 Come prepared, check all the reports
 Do not deviate from Topic, nor allow anyone to
deviate from topic
 Do not focus on man, focus on method
 Do not get carried away with all the reasons,
think logically
 Give your decision, team looks at you
 Assign action items
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 maintain discipline in meeting
 Start meeting on time and finish on time,
remember, others has to do their day to day
activity
 Refrain from arguments, intervene with logical
decision
 Examine your meeting process. What worked?
What went wrong?
 Do not bring your ego in the meeting

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