Management tips: A productive meeting Dr. K. Kuhathasan CEO: Cenlead Whether the meeting is conducted electronically or conventionally, its success depends largely on how effective the leader is. If the leader is prepared and has selected the participants carefully, the meeting will generally be productive. The meeting leader is the person most responsible for keeping the ball rolling. If you're the leader, avoid being a dominator, but don't be so passive that you lose control of the group. If the discussion lags, call on those who have not been heard from. Pace the presentation and discussion so you will have time to complete the agenda. As time begins to run out, interrupt the discussion and summarize what has been accomplished. Another leadership task is either to arrange for someone to record the proceedings or to ask a participant to take notes during the meeting. As the leader, you are also expected to follow the agenda; participants have prepared for the meeting on the basis of the announced agenda. However, don't be rigid. Allow enough time for discussion and give people a chance to raise related issues. If you cut off discussion too quickly or limit the subject too narrowly, no real consensus can emerge. As the meeting gets under way, you will discover that some participants are too quiet, others too talkative. To draw out the shy types, ask for their input on issues that particularly pertain to them. You might say something like "Sunil, you've done a lot of work in this area. What do you think?" For the overly talkative, simply say that time is limited and others need to be heard from. The best meetings are those where everyone participates, so don't let one or two people dominate your meeting while others doodle on their notepads. As you move through your agenda, stop at the end of each item, summarize what you understand to be the feelings of the group and state the important points made during the discussion. At the conclusion of the meeting, tie up the loose ends. Either summarize the general conclusion of the group or list the suggestions. Wrapping things up ensures that all participants agree on the outcome and gives people a chance to clear up any misunderstandings. Before the meeting breaks up, briefly review who has agreed to do what by what date. As soon as possible after the meeting has taken place, the leader should give all the participants a copy of the minutes or notes showing recommended actions, schedules and responsibilities. The minutes will remind everyone of what place and provide a reference for future actions. It should contain the following: Decisions that were taken.

Who are responsible to implement those decisions. Target dates for implementing those decisions. Checklist for meetings A. Preparation * Determine the meeting's objectives * Work out an agenda that will achieve your objectives * Select participants * Determine the location and reserve a room * Arrange for light refreshment, if appropriate * Determine whether the lighting, ventilation, acoustics and temperature of the room are adequate. * Determine seating needs: chairs only or table and chairs B. Conduct * Begin and end the meeting on time * Control the meeting by following the agenda * Encourage full participation and either confront or ignore those who seem to be working at cross-purposes with the group. * Sum up decisions, actions and recommendations as you move through the agenda and restate main points at the end. C. Follow-up * Distribute notes or minutes on a timely basis. * Take the follow-up action agreed to. How to get more of business meetings 1. Set goals Develop a list of three to six overall goals. These goals must be oriented toward quality, sales, cost reduction and profits. 2. Think about specific questions you want answered. Develop a list of 10 to 50 pointed questions. 3. Meet everyone at the programe. Talk to them. Each participant has a specific area of expertise. Make a note of it. Start your own network. Exchange cards.

4. Develop an action plan and/or use the format provided in your workbook. Make a list of anything you want to consider doing differently when you get back on the job. This will take the fussiness out of your thinking and will give you tangible benefits. 5. Participate! Ask questions Make contributions. Comments. Be visible. You'll benefit in two ways. First, your mind will almost magically start working on information, problems, solutions. Second, the speaker and attendees will also contribute to finding answers for you. (Don't overdo it. Be relevant) 6. Make contact with the speakers personally (and early). They will think more of and about you. And it will be easier to follow up with problems after the program. 7. Take clear notes Not only will this be helpful for future reference, but the very act of taking good notes and organizing your thoughts will keep you more involved. Forget about rewriting them when you get back. You'll never do it! 8. Write a brief report based on your action plan and notes-one to three pages. And circulate it to anyone who might be interested. It will help them and you. Give them an opportunity to write back to you. 9. Hold a staff briefing with key personal when you get back. Refine your action and plan. 10. Enjoy yourself. You will learn more when you're thinking. Encouraging participation at meetings * Don't monopolize the discussion. * Don't show verbal or nonverbal disapproval of ideas, even if you disagree with it. * Ask open-ended questions to stimulate discussion. * Frame problems in positive terms. Don't ask if it's possible to achieve a goal. Ask "How can we achieve our goal?" * Identify the introverts in the group. Make a point of asking for their input. * Don't let extroverts monopolize the discussion. * Don't allow senior members of the group to dominate the discussion. * Use meeting procedures that require the participation of all group members. * Probe to find out what's bothering those who exhibit "hostile silence". * Rotate leadership. Guidelines for reaching consensus Before commencing the discussion to reach agreement, review the following guidelines with the team members. Give them a written copy of these guidelines so that any member can remind the others when they are off track in following them.

Before starting, get agreement that this process of reaching consensus will take more time than voting would. Agree that if you run out of time during this meeting, the discussion will continue at a later time. Use this method when the team already has proven that members respect and trust each other. Start with the attitude that different viewpoints are both natural and healthy to the team. Treat differences of opinion as indications that relevant information has not been shared adequately, so keep probing. Discard the notion that someone must "Win" and thus someone else must "lose". If an impasse occurs, look for the most acceptable alternative that both parties can live with. Each person will present his or her position as clearly and logically as possible. Do not argue over different positions. View quick agreement as weak. Explore the reasons underlying apparent agreement and make sure that members have agreed willingly. Make sure people don't change their minds just to avoid the conflict or to complete the process. Do not vote, negotiate, or flip coins, because these are different methods of reaching decisions. They do not lead to consensus. When you think the group or team has reached consensus, look each person in the eye and ask, "Can you live with this?" be sure to get a clear response. If the individuals says, "No", ask him or her to explain what aspect of the proposal or decision isn't acceptable. Keep discussing all points of view until everyone can truly live with it.