Save Time in Meetings – Running Time Effective Meetings

Submitted by Steve Oades on Thu, 01/14/2010 - 23:43

<P>Are meetings a waste of time? Meetings can be critical for communication and decision making. However, research shows that meetings are one of work's biggest time-wasters.
<img src="/sites/default/files/meeting time.jpg" alt="meeting time" width="300"/> <br>
Given the amount of time we spend in meetings this is surprising. For example, it is usual for many employees to spend at least 5 hours a week in meetings, and senior managers at least 20 years per week. Despite this experience, one study shows that 50% of meetings lack a prepared and appropriate agenda, and, the recording and following up of clear actions points is rare. </p>
<br>
In addition, many meetings:
<ul>
<li>include the wrong people (i.e - people with little or nothing to contribute);
<li>lack direction or purpose, and a range of irrelevant topics are discussed;
<li>do not have anyone in charge of the meeting
<li>start late.
</ul>
Meetings cost a lot of time and energy, and there is an opportunity cost with every meeting. Think about the following:<BR>
(i) What could each meeting participate be doing if they were not in the meeting? <BR>
(ii) Every minute wasted in a meeting should be multipled by the number of attendees.<BR>
<P>Much could be written on this topic. I plan to briefly cover some key points in running time-conscious meetings.</P>
<H2><B> Before the meeting</B></H2>
<H3><B>1. Is the meeting absolutely necessary?</B></H3>
Consider the following:<BR>
● What is the purpose of the meeting? What outcome do you hope to achieve?<BR>
● Can this outcome be effectively achieved without a meeting?<BR>
● Who needs to attend to achieve the required outcome? Is it good use of their time?<BR>
● Can the right people attend the meeting? If not, the meeting might just be a "tyre kicking' exercise.

<H3><B>2. Are attendees prepared for an effective meeting?</B></H3>
Attendees will be better able to contribute if the following are provided before the meeting:<BR>
● The purpose, agenda, location, expected length of the meeting and what contribution they are expected to make.<BR>
● Preparation material (if applicable). <BR>

Further, does anyone need to be individually de-briefed before the meeting? (e.g - a new employee, or a staff member returning from leave).

<H3><B>3. Does the meeting ultilise each attendee’s time?</B></H3>
Consider the following:<BR>
● <b>Location</b> - Where should the meeting be held so as to reduce travel times?
● Can the meeting held online or via a conference call? This will save travel time.<BR>
● Does the meeting room have the necessary tools or equipment (e.g. – sufficient seating, computer, whiteboard, projector, conference phone, etc)<BR>
● Can the meeting’s agenda be tagged onto another meeting? <BR>
● Can the agenda be structured to allow some attendees to only attend part of the meeting? For example – If Jeff is only required for one item on the agenda, consider putting his item first on the agenda so he can get away early.<BR>
● Give thought to how agenda items can be clearly communicated.<BR>
● Decide meeting roles in advance - who will chair the meeting? record minutes?

<H2><B>During the meeting</B></H2>
<H3><B>4. Watch the clock</B></H3>
Make sure you start on time and finish on time (or earlier). It is quiet possible that at least 50% of meetings start late. <br>
If you want a short meeting, then hold the meeting standing up. <BR>

<H3><B>5. Start the meeting with purpose.</B></H3>
The meeting should open up with a brief statement about the purpose of the meeting, what it hopes to achieve, and when the meeting is expected to finish.<BR>

<H3><B>6. Keep the meeting focused, relevant and moving.</B></H3>
The person chairing the meeting needs to keep the group on track. When someone starts to discuss items which are not relevant to the meeting it is useful to use phrases like <i>“let’s take this off-line”</i>, <i>“this is not the right forum”</i> or <i>“we don’t have the right people here for that discussion”</i>. <BR>
The chairperson also needs to give everyone a chance to contribute. Often a few individuals dominate meeting discussions. When this happens, it is useful to ask quieter attendees questions like ‘Sam, What do you think?’ <BR>

<H3><B>7. Keep summarizing and agreeing on points that need to be recorded in the minutes.</B></H3>
Typically three types of items need to be recorded – (i) Decisions made; (ii) Important news that was communicated and (iii) Actions to be taken (including who is to action the item and by when). <BR>

<H3><B>8. Finish the meeting well.</B></H3>
End the meeting by thanking participates, and highlight why the meeting was time well spent. Summarize what was decided and achieved, and if necessary set a date for a follow up meeting. <BR>

<H2><B>After the meeting</B></H2>
<H3><B>9. Follow up</b></H3>
Ensure the minutes are distributed quickly while the meeting is still fresh in everyone's mind.<br>
Post mortem - Was the meeting effective? How could it be improved?<br>
<H3><B>10. Ongoing</b></H3>
Follow up and ensure action items are addressed ... otherwise what originally appeared to be an effective meeting may end up being a waste of time.

<h3>Related CraveTime articles</h3>
<ul>
<li><a href="http://www.cravetime.com/save-time/work/how-much-work-really-being-done-... much work is really being done? (Time waste at work)</u></a>

Type:

Save Time