|
4. |
Judiciously choose meeting invitees. Ask yourself, “Who
should attend?” “Should attendees be present for all or just
part of the meeting?” |
|
5. |
Place controversial points towards the end so the early part
of the meeting can flow smoothly |
|
6. |
If
you work for a large organization and not everyone knows
each other there may be a need for very short introductions.
Schedule time for people to quickly share, “Who I am, my
role in the company and why I’m here.” |
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Distribute a specific agenda at least one week before the
meeting. Make sure that everyone attending has all the
information they need and that presenters know exactly how
much time they are allotted. When circulating the agenda,
state that the meeting will start sharp and end on time.
This will subtly set the tone for an efficient meeting.
Obviously, it is critical that the meeting chair sticks to
the timeline.
The meeting day… |
|
1. |
Rehearse your presentation (if applicable) |
|
2. |
Arrive early |
|
3. |
Double check equipment |
|
4. |
Serve coffee, tea, water or refreshments before a 30-60
minute meeting. Any meeting longer than 30 minutes should
have drinks available throughout. |
|
5. |
If
it’s an important meeting, bring a colleague with you to
take notes so you can concentrate on the meeting. A discreet
alternative is to record the meeting if there are no
objections from attendees. |
|
6. |
Avoid giving all handouts at the beginning because people
often leaf through the paperwork instead of being attentive. |
|
Unfortunately, well-planned meetings can be derailed by
meeting participants. If you have an assertive meeting
chair, s/he can easily get the meeting back on track.
However, anyone can step in if they have confidence or
organizational clout.
|
|
7. |
An
upright and open posture is commanding. You can change the
volume, pitch, speed or tone of your voice to keep people’s
interest and engage them by simply leaning forward. |
|
8. |
Monitoring other people’s body language can keep you on top
of the meeting. Involve slouching or disinterested people by
asking for their opinions. |
|
9. |
When
it is your turn to present, remind others that your aim is
to keep the meeting as short as possible. Your intention can
motivate others to do the same. |
|
10. |
If
speakers are long-winded or have a personal agenda, you can
take control assuming a moderator’s role with a few
well-placed interruptions like, “May we address the next
item on our agenda?” or “Would it be possible for us to go
over the details later? Or “Can we discuss the specifics
offline?” |
|
11. |
Suggest a short toilet break to stretch if the meeting is
dragging. |
|
12. |
If
an argument or unresolved item prolongs a meeting, call the
formal part of the meeting to an end and organize a separate
meeting to address the issue. |
|
13. |
Before ending the meeting, solidify specific task ownership
and action items. |
| |
|
|
To
ensure your valuable time isn’t usurped by an endless
meeting, communicate in advance that you are only available
for the scheduled meeting time and politely excuse yourself
if the meeting runs overtime. It is your right to leave.
Start and end your own meetings on time and develop a
reputation for short, well-organized gatherings. Your
colleagues will respect you and contribute much more when
they feel you value their time.
Copyright © 2006
~ Deborah Torres Patel ~ All rights reserved
For reprint permission, please email
info@expressingyou.com
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