A Series of Discussions on Conducting Better Meetings

Process for Reaching Meeting Objectives

Once the meeting objectives have been defined it is next important that the agenda clearly describes how the objectives will be achieved.  This includes the specific steps to be followed during the meeting to achieve the objectives.

In reviews of our clients' meeting processes we often find that too much time is devoted in their meetings to communicate information to the participants to achieve a common level of understanding.  Meaningful discussions are difficult to conduct if meeting participants are not informed on the relevant issues and background information.  If a significant portion of the meeting agenda is devoted to getting the group to a common level of understanding, it is both a waste of important meeting time and often leaves insufficient time for actual decision-making.  We are all for requisite briefings in meetings to make sure an appropriate level set is accomplished and participants understand the context of the meeting objectives and related decisions.  However, it is the decision making process that is the true value of assembling the group for the meeting and this should comprise the bulk of the meeting agenda.

It is important to achieving the organization’s objectives to make certain that stakeholders in decisions, those responsible for carrying them out and those subject to their consequences, feel ownership in the decisions and are thoroughly bought into them.  For this reason, the manner in which the meeting’s decisions are reached must allow for sufficient participation of the group’s members in both the discussions and decision-making process.  The agenda should expressly reflect this in the agenda items, their description, and the time allowed for each activity.

Meeting participants can be expected to have individual perspectives on issues and often also have their own agendas that they wish to pursue.  It is important to allow for expression of helpful perspectives relevant that are not in conflict with the overall corporate objectives.  However, it is the job of a skilled facilitator to try not to let particular biases, individual agendas that may be inconsistent with corporate objectives, or particularly vocal participants dominate the discussions by encouraging broad group participation and reminding the team when appropriate of the corporate context of the objectives and related decisions that must be taken.

It is important that the meeting’s proceedings, including the discussions, any conclusions, and all decisions be well documented and shared after the meeting with all participants.

As previously stated in early discussions on effective meetings, the agenda should be carefully managed to keep as close as possible to the intended schedule and the meetings should always begin and end on time.  Despite the fact that managers understand the time of meeting participants is extremely valuable, we often find the discipline of starting meetings on time and rapidly moving into the business items on the agenda is absent.  Should you find this lack of discipline in your meetings we strongly suggest addressing it as an urgent priority.  Make it clear to meeting participants that henceforth meetings will begin (and end) on time and they are expected to come on time as well and be prepared when they arrive.