6 Ingredients For Meaningful And Productive Meetings
Targeted meetings are possible and desirable and should be the goal of every executive. Many say that meaningful meetings are a rhythm, and they have a point. Research consistently shows that most meetings waste time and cost large sums of money. Some studies show that more than 75% of meetings waste time. Clu, get a training and training consultation which has found that professionals lose 31 hours a month due to fruitless meetings. Furthermore, they state that half of the 11 million meetings held in the US every day are time-consuming.
Reducing meaningless meetings increases personal effectiveness and morale and improves productivity in the company. I estimate that at least half of the hundreds of meetings held at work, church and elsewhere were not necessary. We could have achieved better results without a meeting without interfering with the relationship.
We should try to hold meaningful meetings and stop the plague of fruitless meetings. Always make a mistake in the absence of a meeting. However, as shown below, we are sometimes required to meet. Meanwhile, six elements are necessary for meaningful meetings. While this is not exhaustive, when followed, the likelihood of positive results will improve greatly.
Meaningful content meetings
These few basics will set the foundation for the participants to be effective after the meeting and then help the group’s productivity:
- an objective
- work schedule
- Targeted guests
- Beginning and end times and courtesy of the meeting
- Air traffic controller
It is the responsibility of the officials to make the meetings meaningful in order to produce specific results slowly and compassionately. Meeting facilitators or delegates arrange meetings – including the development of objectives, agendas and expected outcomes with the people concerned. This ensures the right people to record high-profile events and take action, but they do not do these activities themselves, but ensure that they do.
The coordinator needs someone to watch the process during the meeting. Without the interest in the process, some people will dominate the topic, and the discussion will stop. It is important that people understand that the process determines the outcome.
Not all meetings have the same purpose. However, every meaningful meeting should have a goal. There are at least three categories of information: information sharing, accountability and / or reporting and problem resolution. Why would anyone call a meeting without a clear purpose? The meeting is often the ideal way for some people to postpone a difficult decision. Again, the organizer, and perhaps some others, know the purpose, but do not express it in advance to others because it is the way things happen in those weak corporate communications.
Sometimes people call a meeting out of habit. They hold weekly and other meetings as it has been happening for years. No one else asks why. I remember that I received an invitation to be an elder in the church. The priest said that he held weekly elders’ meetings and asked them why. My reaction shook him. Why I don’t know I said, why do we still have to meet weekly? Answer: That’s what we always did. You have declined the invitation.
Heinous meetings in Japan
I saw two differences between business meetings there and in the West. Previously, most of these meetings were meaningful, but long, unlike here where meetings are meaningless and lengthy.
Second, often in Asia, they give you goals before problem-solving meetings. Then, invite those who plan to give in the meeting. Here in the West, many people come to meetings unprepared, but they are ready to give their opinions.
Third, the group noted when everyone spoke, most likely due to respect for elders and hierarchy. The participants listened to each other and built on each other’s contributions. In the West, when someone speaks, others do not listen but plan their statements, which may not be related to what has been said so far.
In the West, sometimes you do not know the purpose of the meeting until it starts. Often the call does not mention the nature of the meeting. Then in the meeting, we compete for the broadcast. People do not listen to anyone else’s opinion with an open mind. Instead, we cut each other in the middle of the sentence to connect our ideas, even when they are not based on the speaker’s point of view.
In Japan, we initially identified and agreed to the purpose of the meeting. Then we focus on solving the problem. Not all competed for the broadcast. However, I found this system weak in information exchange and accountability meetings. For example, I was on the board of two Japanese public companies, and the lack of shareholder data and the summary of shareholder meetings surprised me.
Targeted meetings have an agenda
The ideal tool to determine the purpose of the meeting is a carefully crafted agenda, with a start and end time. It should indicate the elements for discussion broadly and clearly: ideally, with a start and end time for each agenda item. In addition, the person (s) responsible for each item and the expected meeting results have to be shown. We often spend time on the first few elements, especially if they are not controversial, and pay the rest, no matter how important they are.
People attending meetings need a reason to attend. If the purpose of the session is to share data or receive reports from others, only relevant people should be present. When the session is to resolve problems, the size and invitation will vary depending on the problem. These sessions require careful planning and skilled sponsors to ensure that everyone articulates their views without interruption. What the speaker should say, hear and consider before giving his or her views to people. It is important that people know the views of others before discussing and rejecting them.
Here are some procedural things that help us stay focused during our problem-solving session.
On the whole, explain them before discussing specific proposals.
The distinction between explanatory discussion and challenges in terms of content.
Finish one offer before moving on to another.
The organizer should encourage approaches that challenge the status quo; Never suppress discussions until everyone understands the problem. Unusual proposals can be the basis of solutions, do not press them simply because they are unfamiliar.
No one should discuss a monopoly.
The organizer needs to be sensitive to different personalities: some people will need to be encouraged to present their ideas.
The meeting must agree on the terms of the process: One should record the main events and specific follow-up activity for each proposal:
– Responsibility for specific work
What – nature of work
When – Time for the following comments
Cost – Source of resources required until next response
Although many of the above elements apply to all meetings, they are especially necessary during problem-solving meetings.
Beginning and end times and courtesy of the meeting
When the coordinator or other person contacts the meeting, the invitation should show the start and end time, the time and responsibility for each agenda item. The meeting should not exceed 45 minutes to an hour and follow the allotted time.
Do not allow late attendance. Advise all invitees that the meeting starts on time, so everyone should be a few minutes early to ensure they start on time and stick to the allotted time. Most of what I see at meetings and events is when the theorist says that he will wait for more people to come. This is an insult to those who arrived on time and encouraged just a filthy, late culture.
Meaningful meetings mean maintaining the following times and fulfilling ethics:
No latecomers are allowed
Do not talk about the cell phone or party discussion in the room
If someone goes out of the room to talk to a colleague in the corridor or talk to a colleague, they are not allowed to return
No External Discussion: Time should be focused on the agenda item under discussion
The meeting will end on time and each subject will receive the planned time.
There should be no boycott, everyone should fulfill their views and no one should cut them. In addition, the following comment should refer to the most recent phrase until the transferor decides to move on to another topic.
Everyone present is valued, their opinions are welcomed, and no one will be encouraged to discuss monopoly.
In “My Continuing Meetings” (my class) he insisted that my students be in class five minutes before opening time. Students who cannot be on time can enter during breaks, but not when the class is in session. My students get 99.99% of the time.
An air traffic controller is required for meaningful meetings
A person who is trying to handle discussions is the most difficult but must stop. The promoter or chair often does not focus on this process, so people leave the subject. Some people dominate the discussion, and the meeting ends without achieving their goal. It is important that the broadcaster selects someone to help ensure proper broadcast times for people with the necessary knowledge. An air traffic controller or process adviser (consultant) is the person who does so.
When focused only on results, shy people and others who do not want to compete on air will not speak. Others will speak, but they will do very little. The process advisor, who sits next to the focal point to focus on the process and informs the organizer, without distracting, distracting process issues, is essential for a meaningful meeting. Although the organizer is working with the results, the consultant looks at the process of ensuring sufficient broadcast time for those who need to contribute. The advisors will look at body language, non-verbal, people who talk too much, people trying to talk, but unable and so on.
The role of the advisor is rigid because he is not part of the discussions, but he is trying to promote maximum participation in the group, through the organizer. An experienced advisor will monitor the flow of deliberations and ensure that those who are reluctant to speak but who wish to speak give their opinions on their central issues. My experience is that these reserved persons have the most positive impact on the outcome of the meeting.
When we have to meet
Today, we have many different ways to meet electronically. We must be careful that we will not meet because it is fair, and we do not need to leave our offices. Basically, as I mentioned earlier, there are three broad categories of meetings that go beyond face-to-face and face-to-face meetings: sharing information, reporting responsibility or responsibility, and solving problems. Nevertheless, before the meeting, people should ask the following questions:
Why do we need to meet?
Do we need to talk?
Are we just going to tell people what they can read easily?
Do we need to work together with ideas?
Will be valuable together?
Do many people need to interact with each other?
What if we don’t meet?
Is it the best use of people’s time that reducing attendance saves time for everyone to attend and not to attend?
Zero electronic devices other than note-taking
To increase the likelihood of a meaningful meeting, we should not allow electronic devices in the room except for note-taking. Those who “expect the call” should not be present. The rules should be simple: If you are invited to the meeting, we need your full attention. If you expect someone to call you during the meeting, we will kick you out of the meeting and meet those interested people and be able to attend.
To increase the likelihood of a meaningful meeting, we should not allow electronic devices in the room except for note-taking. Those who “expect the call” should not be present. The rules should be simple: If someone invited you to a meeting, they would need your full attention. So, if you expect someone to call you during the meeting, get yourself out of the meeting and ask someone else to tell you the results. Only interested and present people should be present.
Targeted meetings help companies become more dynamic. These courses can motivate employees. Every CEO should support them. The opposite is true. People have no real goal except to meet, calculate wastage, and crush morale.
Certainly, we need many face-to-face meetings due to the need for human interaction. However, we should wonder if we need all the meetings we intend to hold. Also, we should ask about the need for meetings organized by others and invite us to attend, and we always suggest appropriate options.
Michelle A. Bill is the author of six books, including Business Simplified, speaker and assistant professor of business administration, a madrasa and founder and head of God’s Money Management. For information on business and personal financial strategy, visit https://www.managinggodsmoney.com/financial-tips-tools/.