Leadership, planning, Teamwork

Meetings Revisited

Recently a friend observed, “Sometimes all we do in a meeting planned to produce useful output is just talk”.  It reminded me of an article I wrote a long time ago on the subject with some specific pointers.  They still sound useful after fifteen years.

WHY HOLD ONE AT ALL?

Start with a planning mind map or list. The first branch to place on your map is the reason for holding the meeting in the first place. Imagine the meeting as a finished entity. What happened? What results were accomplished? What are the next steps? If you don’t find immediate answers to these questions, consider why you are holding the meeting at all. There may be better ways to deal with the issue at hand. Perhaps you need to speak to one person, not an entire group. Perhaps the meeting could be better accomplished by a telephone conference call or an online conference, particularly if the participants live in different cities. If your main purpose is to convey information, it might be better to simply send a memo.  If you are making an important announcement, why not throw a party? Before you call the meeting, decide the appropriateness of holding it at all.

SET THE STAGE

If you are going to proceed, compare a meeting to a theatrical presentation. There is action in three parts of the theater, — backstage, main stage and in the lobby following the show. The backstage effort, — the gathering of the props, the rehearsal of the scene, the preparation of the program are going to determine the overall success of the performance.  Start your visual map with a branch that includes the participants. Follow by mapping the agenda items. Put them down as fast as they come to you in random order and get them all down on the page.  Look at which items are simple and straightforward, which are controversial,  and which involve the whole group.  Look at who should report on the various issues and who might present the topics.

Now it is time to order this raw material and put it into a clearer order and time frame. Decide on the duration of the meeting. Confirm who needs to attend.  Decide on the order of the items on the agenda.  It is well to warm up on non-controversial items and place the most contentious issue in the middle. It is also a good idea to follow the controversial issue with a neutral one, or deliberately delay decisions on the items following the controversial issues, so that opponents won’t use the remainder of the meeting to seek revenge for past action and kill each other off.

Decide on the resources that you will need for the meeting. Do you need a projector or flip chart? Do you need background papers or other references?  Insofar as possible, send the agenda and its attached documents to the participants well in advance of the date.  Encourage participants to read all reference materials in advance.  Otherwise you are going to convene a meeting of readers, whose faces will never rise during the meeting because they are buried in reference documents. How can there possibly be any useful contribution on any issue if the meeting is the first time people know anything about it?

Now it is time to move to center stage. Choose your meeting room carefully.  If possible, get a room with good natural light. Pay attention to ventilation and temperature because these are vital to the energy of the people attending the meeting. It is important to bar interruptions. Deactivate the phone in the room and ensure cell phones are in a bucket in the centre of the table..  Place a “Do Not Disturb” sign on the door.

Provide the proper materials.  Make sure that any additional printouts and reference materials are available for each participant. Have a flip chart with markers of the appropriate size at the ready. If you really want to stimulate the participants, provide them with bright markers and highlighters. If money is no object, equip the room with an electronic white board.

ON WITH THE SHOW

“I’ve been on a calendar, but never on time.

— Marilyn Monroe

Start the meeting promptly.  Don’t penalize those who arrived on time by waiting for the latecomers.  Don’t interrupt the proceedings to acknowledge the latecomers and bring them up to date. You’re simply reinforcing their tardy behaviour and making it acceptable.

If you are the chairman, it is your responsibility to control the process.  Your meeting agenda  is a constant reminder of the material that you have to cover. You will need to worry less about the talkative participant who will have always plenty to say when you have the big picture in front of you. If you are smart, you may have already asked the most garrulous or the most bothersome member of the group to take notes. Balance participation by inviting the quieter ones to comment. Often their contributions will be more worthwhile than those of the chatty types. Summarize the proceedings as you go. Emphasize the positive and show appreciation for all contributions.

MAP THE MINUTES

Use the briefest possible format outlining results – avoid summarizing the discussion unless points made will be useful at a later date.  What is to be done? Who will do it? When will it be done? Don’t provide any more content than necessary.  You want participants to spend their time on the necessary follow-up, not on reading.

BE YOUR OWN BEST CRITIC

Evaluate each meeting.  What went right? What went wrong? Who participated? Who was silent throughout? What feedback did you receive? Be prepared to spend time following up with participants who have concerns arising from the meeting. Be prepared to hear from those who said little during the meeting because something was probably upsetting them.

Last, but not least, keep good records.  Visual maps provide excellent recall of what happened and can be reviewed quickly. If you have a number of memos and minutes for an organization, a committee or a department, consider keeping the documents in a three ring binder rather than in flat files. That way it will be easier to retrieve the documents you need.

THE SHOW MUST GO ON

  The last meeting’s minutes always provide the starting point for the next.  Start the cycle by reviewing your previous map agenda and minutes and see where you stand on the issues which were addressed. Some matters may have been delayed and need to get back on the agenda.  Some need review. Some persons need to be commended for their achievements.  Others need to be reminded of reports that should be made. Using this process as your planning tool will really get your show on the road.

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Benjamin Zander, Leadership, Learning, Reflection, Teamwork

Leading

The orchestral conductor, Benjamin Zander, is a frequent business speaker and famous for his TED talk. now viewed by more than eight million people.  Conductors are sometimes viewed as the last of the great dictators.  Zander is different.  He had an epiphany some years ago when he realized that the conductor of an orchestra plays a different role.

The insight transformed his conducting and his orchestral musicians immediately noticed the difference.  Now he’s a leader who asks for input in the form of written comments at every rehearsal.  He understands that the musicians’ skills and experience enhance his own.

His gifts as a teacher are remarkable too and they are now shared through masterclasses for all of us on YouTube.  The students perform with technical brilliance before he enters in with a consistent message –  it is time to relax and let go of the kind of competitive excellence their preparatory training has provided and instead relate to their audience.  Transformation happens before our own shining eyes.  (This sample and others are well worth watching now or at a later time. To enjoy it to advantage if your time or tolerance is limited, listen a bit to the beginning and move the arrow to 9:00 minutes and watch some hair pulling – not a conventional teaching technique – but see how effectively it works in creating a totally different kind of performer).

Zander’s passion is for introducing classical music to those unfamiliar with it and he does so with incredible skill and experience in making audiences and performers connect.  It’s a worthwhile example of how a leader inspires and transforms performance.

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Creating, Education, effectiveness, HBDI, Learning, mind mapping, mindmapping software, Teamwork, Thinking Styles, writing

Real Republishing

See What You Think (2)When a colleague introduced me to Smashwords – she republished her husband’s excellent book book that originally came out in 1990 – I couldn’t resist doing the same with one  of mine that came out in 2006 – though a manual dates almost immediately, unlike the well written history of a Toronto landmark.

My book was written to help those interested in real life applications for mindmapping software – using the software program, VisiMap, as listed in the menu above.  The ideas in it apply to any software or hand drawn maps in this now broad software class.  So if you would like a free copy you can access it here.

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effectiveness, mind mapping, mindmapping software, Sample Tools, Teamwork

Why Visual Tools?

I’m enjoying Mindmeister as an online mapping program.  It follows the principles Tony Buzan espouses by making it easy to add colour and image to the key words on the map.  The one thing that I wish the programmer would do would be to make it easier to access the images from the menu.  It took a few trials before I got it into my head where to go for that.  VisiMap also makes it even easier to add new branch material by just starting to type on anything highlighted.  I’d like to see that improvement too.  But otherwise the design is very attractive. I notice that the images that I am using takes rather a long time to load. I like to use quality photos and the kind of embedding going on make the map images slow to load. Too many people having fun perhaps?

A small group of colleagues are starting to develop a number of digital samples.  So this one is the first to go into a new category. Have a look at the new map.

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effectiveness, HBDI, HBDI Assessments, Leadership, teams, Teamwork, Thinking Styles

A Way out of Mind-Full

A Way out of Mind-Full. Help in a world with too much informaiton

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effectiveness, HBDI, HBDI Assessments, Leadership, Learning, Reflection, teams, Teamwork, Thinking Styles, workplace

A Way out of Mind-Full

Here’s what Herrmann International says about the modern workplace and an opportunity to learn how to work better in it  Timely in a new year.  I continue to provide HBDI Assessment and training in Toronto.

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Beauty, Creating, Creativity, Innovation, purpose, self realization, Teamwork

Where arts and technology meet

This inspiring story shows how using what we have – or don’t have! – can lead us in positive new directions. It’s all about convergence of different kinds of capability coming together to produce a beautiful thing.

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