Before the Meeting

Circulate an agenda. Never schedule a meeting without making it clear to your attendees what the purpose, timeframe and outcomes of the meeting will be. Send out a draft agenda to everyone who will be attending. If appropriate, ask for their input to refine, add or delete agenda items. Revise and re-send the final agenda the day before the meeting to everyone planning to attend. This way everyone has notice of the meeting content, the opportunity to put their own issues and interests on the table, and time to prepare.

Phone ahead. Call the meeting attendees (or your key contact) the day before to confirm the meeting time, location, number of people attending (and their names and titles) and availability of any resources you might need for your presentation.

Who’s in charge? Find out who the decision makers are – this will help you to direct your attention toward the key players as well as to get a feel for the progress of the meeting based on their input and responses.

During the Meeting

Start with the agenda. Before you open your laptop or launch into your presentation, take a few minutes to write up an agenda that everyone can see. This is far more appropriate in creative or free-flowing meeting environments as opposed to formal meetings where last minute additions to the agenda may not be at all welcomed.

Use your pre-meeting agenda as a base and give people the opportunity to suggest any last minute topic areas or refinements. Write their responses on a whiteboard or piece of paper taped to a wall, using different coloured pens or initials to indicate which input belongs to which person. This allows you to quickly identify what is important to different individuals – and if you’ve identified the decision makers – what they’re particularly interested in. Some people may be surprised at the opportunity to contribute in this way, so allow time for people to consider their responses.

Keep asking. You may need to continue asking, “Is there anything else?” If everyone says no, and you suspect there may be something that has remained unsaid, ask, “If there was something else, what would it be?” This gives everyone permission to think laterally, to ‘imagine’ other items which they might not have yet thought of, or wanted to suggest.

Hidden agendas. In most meetings there are many agendas – the stated agenda and the hidden agendas of the individuals attending – what is it that they want to get out of the meeting for themselves? It’s quite simple to find out – just ask the question – “What other agendas are there for this meeting?” Alternatively you might state, “There always seems to be another agenda with most meetings I attend, is there another agenda today?” It is important to find out if there are other drivers, decision-making criteria or concerns before you begin the meeting.

Global vs local. Review the agenda to identify global (strategic) and local (specific) items. Make note of whom they belong to and address these issues to their ‘owners’ throughout the meeting.

This agenda-setting process may seem long, but it is so valuable. Setting effective agendas for meetings shows that you value the attendees’ time and that you want to cover information and content that is relevant to them. Once your agenda is set you can speed up the meeting by addressing each item, focusing your presentation on the aspects most important to your audience and demonstrating respect for their issues, concerns and feelings.

Check the time. Make sure you always begin (regardless of whether everyone has arrived) and finish meetings on time and at the start of the meeting confirm the amount of time available with the attendees, “Do we have until 1.00pm together today?” This gives everyone the opportunity to confirm their availability for the duration of the meeting, or to alert you if they need to leave early. This can be crucial information – it allows you prioritise your agenda items to ensure you spend time on the right topics, while the right people are still in the room. By always starting and finishing on time people will learn what to expect and make an extra effort to also be on time, rather than risk missing out on content or the embarrassment of coming in once the meeting has started.

How are you feeling? It is important to get a sense of how people are feeling about the meeting – including their investment of time, anticipation about what will be discussed or what the outcomes might be as well as their concerns about issues affecting them. You can achieve this simply by asking, “How is everyone feeling about today’s meeting? Are there any issues or concerns?” In business we don’t always take time to acknowledge the feelings that enter a meeting, but feelings affect decision-making.

Take note. Ensure that someone has been given the task of taking minutes, notes, or simply recording action items during the meeting – and make sure these are distributed promptly, within 24-hours of the meeting is ideal. If the meeting is fairly informal it might even be appropriate to photocopy the minute-taker’s notes as the meeting is winding-up and give a copy to everyone before they leave. Avoid the extra work of typing minutes unless it is absolutely necessary.

Questions to ask before accepting a meeting

What are we doing? What is the agenda for the meeting? Avoid time-wasting meetings by not accepting invitations to meetings that don’t have a clear agenda.

Who else is coming? Ask this question to ensure that the meeting is set at the right level for you and that the appropriate people are involved.

What can I do? Find out why you’re being invited to the meeting. Make sure there is a good reason for you to attend.

What time? Be strict with your time. Find out what time the meeting is set to start and finish. Make sure you are on time and if the meeting looks like going over, let people know that you’ll be leaving at the allocated finishing time.

Is it necessary? Where possible, only attend for your section of the agenda. Don’t sit through unnecessary meeting discussions waiting to get to the part that concerns you.

What’s required? Find out what you need to prepare beforehand. If you don’t need to prepare anything, be sure you are clear about why your presence is necessary.

Where is it? Ask for clear instructions including the address, floor number and meeting room number to avoid wasting time looking for the meeting venue. If possible, get a contact phone number you can call if you are delayed or having trouble finding the location.

Can we teleconference? Managing Profitability With Right Vision
The pressure and focus on bottom lines for a manager is tremendous. The manager spends the entire day in number crunching and taking decisions purely on the basis of optimum profitability. While this may seem quite good, the manager may actually be losing money for the organization by losing focus on a broader and more valuable aspect of vision and leadership.World class organizations and managements are those that while being profitable have also a great vision. Everyone is very clear about the direction in which the organizations is headed and willingly contribute towards achievement of those goals and visions. The sharing of vision is so effective that most of the employees and more so the management believes that it is their vision and not the organizations.None of these great organizations have bottom line as a vision or mission statement. The vision is something larger and so powerful that they result ultimately in healthy bottom lines.>Who’s in charge? Find out who the decision makers are – this will help you to direct your attention toward the key players as well as to get a feel for the progress of the meeting based on their input and responses.

During the Meeting

Start with the agenda. Before you open your laptop or launch into your presentation, take a few minutes to write up an agenda that everyone can see. This is far more appropriate in creative or free-flowing meeting environments as opposed to formal meetings where last minute additions to the agenda may not be at all welcomed.

Use your pre-meeting agenda as a base and give people the opportunity to suggest any last minute topic areas or refinements. Write their responses on a whiteboard or piece of paper taped to a wall, using different coloured pens or initials to indicate which input belongs to which person. This allows you to quickly identify what is important to different individuals – and if you’ve identified the decision makers – what they’re particularly interested in. Some people may be surprised at the opportunity to contribute in this way, so allow time for people to consider their responses.

Keep asking. You may need to continue asking, “Is there anything else?” If everyone says no, and you suspect there may be something that has remained unsaid, ask, “If there was something else, what would it be?” This gives everyone permission to think laterally, to ‘imagine’ other items which they might not have yet thought of, or wanted to suggest.

Hidden agendas. In most meetings there are many agendas – the stated agenda and the hidden agendas of the individuals attending – what is it that they want to get out of the meeting for themselves? It’s quite simple to find out – just ask the question – “What other agendas are there for this meeting?” Alternatively you might state, “There always seems to be another agenda with most meetings I attend, is there another agenda today?” It is important to find out if there are other drivers, decision-making criteria or concerns before you begin the meeting.

Global vs local. Review the agenda to identify global (strategic) and local (specific) items. Make note of whom they belong to and address these issues to their ‘owners’ throughout the meeting.

This agenda-setting process may seem long, but it is so valuable. Setting effective agendas for meetings shows that you value the attendees’ time and that you want to cover information and content that is relevant to them. Once your agenda is set you can speed up the meeting by addressing each item, focusing your presentation on the aspects most important to your audience and demonstrating respect for their issues, concerns and feelings.

Check the time. Make sure you always begin (regardless of whether everyone has arrived) and finish meetings on time and at the start of the meeting confirm the amount of time available with the attendees, “Do we have until 1.00pm together today?” This gives everyone the opportunity to confirm their availability for the duration of the meeting, or to alert you if they need to leave early. This can be crucial information – it allows you prioritise your agenda items to ensure you spend time on the right topics, while the right people are still in the room. By always starting and finishing on time people will learn what to expect and make an extra effort to also be on time, rather than risk missing out on content or the embarrassment of coming in once the meeting has started.

How are you feeling? It is important to get a sense of how people are feeling about the meeting – including their investment of time, anticipation about what will be discussed or what the outcomes might be as well as their concerns about issues affecting them. You can achieve this simply by asking, “How is everyone feeling about today’s meeting? Are there any issues or concerns?” In business we don’t always take time to acknowledge the feelings that enter a meeting, but feelings affect decision-making.

Take note. Ensure that someone has been given the task of taking minutes, notes, or simply recording action items during the meeting – and make sure these are distributed promptly, within 24-hours of the meeting is ideal. If the meeting is fairly informal it might even be appropriate to photocopy the minute-taker’s notes as the meeting is winding-up and give a copy to everyone before they leave. Avoid the extra work of typing minutes unless it is absolutely necessary.

Questions to ask before accepting a meeting

What are we doing? What is the agenda for the meeting? Avoid time-wasting meetings by not accepting invitations to meetings that don’t have a clear agenda.

Who else is coming? Ask this question to ensure that the meeting is set at the right level for you and that the appropriate people are involved.

What can I do? Find out why you’re being invited to the meeting. Make sure there is a good reason for you to attend.

What time? Be strict with your time. Find out what time the meeting is set to start and finish. Make sure you are on time and if the meeting looks like going over, let people know that you’ll be leaving at the allocated finishing time.

Is it necessary? Where possible, only attend for your section of the agenda. Don’t sit through unnecessary meeting discussions waiting to get to the part that concerns you.

What’s required? Find out what you need to prepare beforehand. If you don’t need to prepare anything, be sure you are clear about why your presence is necessary.

Where is it? Ask for clear instructions including the address, floor number and meeting room number to avoid wasting time looking for the meeting venue. If possible, get a contact phone number you can call if you are delayed or having trouble finding the location.

Can we teleconference? Six Drivers of Customer Loyalty
Many well-known companies have famously fashioned mission, values and vision statements that claim they begin and end with their customers. Oh, but were it so in reality! Be this as it may, these carefully crafted proclamations are nevertheless informative and valuable because they serve to remind companies of their high calling and to help them measure how far away from their standards they’ve strayed.In reviewing many of these iconic declarations I’ve discovered that six aspects of how an organization should view and treat its customers are usually mentioned. I believe that when all six of these drivers are consistently and thoughtfully implemented throughout a company, the financial bottom line increases because the operational bottom line of building caring and satisfying relationships with customers is effectively and creatively addressed.The best way to increase profitability is to increase customer loyalty to your organization because lnot have yet thought of, or wanted to suggest.

Hidden agendas. In most meetings there are many agendas – the stated agenda and the hidden agendas of the individuals attending – what is it that they want to get out of the meeting for themselves? It’s quite simple to find out – just ask the question – “What other agendas are there for this meeting?” Alternatively you might state, “There always seems to be another agenda with most meetings I attend, is there another agenda today?” It is important to find out if there are other drivers, decision-making criteria or concerns before you begin the meeting.

Global vs local. Review the agenda to identify global (strategic) and local (specific) items. Make note of whom they belong to and address these issues to their ‘owners’ throughout the meeting.

This agenda-setting process may seem long, but it is so valuable. Setting effective agendas for meetings shows that you value the attendees’ time and that you want to cover information and content that is relevant to them. Once your agenda is set you can speed up the meeting by addressing each item, focusing your presentation on the aspects most important to your audience and demonstrating respect for their issues, concerns and feelings.

Check the time. Make sure you always begin (regardless of whether everyone has arrived) and finish meetings on time and at the start of the meeting confirm the amount of time available with the attendees, “Do we have until 1.00pm together today?” This gives everyone the opportunity to confirm their availability for the duration of the meeting, or to alert you if they need to leave early. This can be crucial information – it allows you prioritise your agenda items to ensure you spend time on the right topics, while the right people are still in the room. By always starting and finishing on time people will learn what to expect and make an extra effort to also be on time, rather than risk missing out on content or the embarrassment of coming in once the meeting has started.

How are you feeling? It is important to get a sense of how people are feeling about the meeting – including their investment of time, anticipation about what will be discussed or what the outcomes might be as well as their concerns about issues affecting them. You can achieve this simply by asking, “How is everyone feeling about today’s meeting? Are there any issues or concerns?” In business we don’t always take time to acknowledge the feelings that enter a meeting, but feelings affect decision-making.

Take note. Ensure that someone has been given the task of taking minutes, notes, or simply recording action items during the meeting – and make sure these are distributed promptly, within 24-hours of the meeting is ideal. If the meeting is fairly informal it might even be appropriate to photocopy the minute-taker’s notes as the meeting is winding-up and give a copy to everyone before they leave. Avoid the extra work of typing minutes unless it is absolutely necessary.

Questions to ask before accepting a meeting

What are we doing? What is the agenda for the meeting? Avoid time-wasting meetings by not accepting invitations to meetings that don’t have a clear agenda.

Who else is coming? Ask this question to ensure that the meeting is set at the right level for you and that the appropriate people are involved.

What can I do? Find out why you’re being invited to the meeting. Make sure there is a good reason for you to attend.

What time? Be strict with your time. Find out what time the meeting is set to start and finish. Make sure you are on time and if the meeting looks like going over, let people know that you’ll be leaving at the allocated finishing time.

Is it necessary? Where possible, only attend for your section of the agenda. Don’t sit through unnecessary meeting discussions waiting to get to the part that concerns you.

What’s required? Find out what you need to prepare beforehand. If you don’t need to prepare anything, be sure you are clear about why your presence is necessary.

Where is it? Ask for clear instructions including the address, floor number and meeting room number to avoid wasting time looking for the meeting venue. If possible, get a contact phone number you can call if you are delayed or having trouble finding the location.

Can we teleconference? RFID And Logistics Management
Logistics assets that have a circular flow are an essential part of the distribution network of any business. These assets are often reusable such as totes, racks, bins and roll cages, shipping containers, gas containers etc. used to transport goods from one place to another. Procuring, maintaining and managing these assets often forms a significant part of a company’s annual expenses. Since theft, damage and replacement erode asset productivity, these assets have to be managed in such a way as to minimize loss as possible. That is when RFID (Radio Frequency Identification Devices) and logistics management comes into effect.Using RFID to Manage Assets:Businesses have resorted to using radio frequency identification devices come in handy. These devices or tags are helpful in locating these reusable assets as well as have control over them. This greatly reduces loss due to theft as well as misplacements. It is also useful in locating particular conntil 1.00pm together today?” This gives everyone the opportunity to confirm their availability for the duration of the meeting, or to alert you if they need to leave early. This can be crucial information – it allows you prioritise your agenda items to ensure you spend time on the right topics, while the right people are still in the room. By always starting and finishing on time people will learn what to expect and make an extra effort to also be on time, rather than risk missing out on content or the embarrassment of coming in once the meeting has started.

How are you feeling? It is important to get a sense of how people are feeling about the meeting – including their investment of time, anticipation about what will be discussed or what the outcomes might be as well as their concerns about issues affecting them. You can achieve this simply by asking, “How is everyone feeling about today’s meeting? Are there any issues or concerns?” In business we don’t always take time to acknowledge the feelings that enter a meeting, but feelings affect decision-making.

Take note. Ensure that someone has been given the task of taking minutes, notes, or simply recording action items during the meeting – and make sure these are distributed promptly, within 24-hours of the meeting is ideal. If the meeting is fairly informal it might even be appropriate to photocopy the minute-taker’s notes as the meeting is winding-up and give a copy to everyone before they leave. Avoid the extra work of typing minutes unless it is absolutely necessary.

Questions to ask before accepting a meeting

What are we doing? What is the agenda for the meeting? Avoid time-wasting meetings by not accepting invitations to meetings that don’t have a clear agenda.

Who else is coming? Ask this question to ensure that the meeting is set at the right level for you and that the appropriate people are involved.

What can I do? Find out why you’re being invited to the meeting. Make sure there is a good reason for you to attend.

What time? Be strict with your time. Find out what time the meeting is set to start and finish. Make sure you are on time and if the meeting looks like going over, let people know that you’ll be leaving at the allocated finishing time.

Is it necessary? Where possible, only attend for your section of the agenda. Don’t sit through unnecessary meeting discussions waiting to get to the part that concerns you.

What’s required? Find out what you need to prepare beforehand. If you don’t need to prepare anything, be sure you are clear about why your presence is necessary.

Where is it? Ask for clear instructions including the address, floor number and meeting room number to avoid wasting time looking for the meeting venue. If possible, get a contact phone number you can call if you are delayed or having trouble finding the location.

Can we teleconference? Step Up and Lead
A recent leadership study in the United States in 2006 by the Kennedy School of Government at Harvard University, sponsored by US News & World Report, offered the following data: • 70 % of Americans believe there is a leadership crisis today. • Americans have lost confidence in leadership in five sectors: education, religion, business, Congress, and the executive branch. Only medical and military leadership have more than a moderate level of confidence. • In no sector did confidence increase from last year. • Only 38 % believe their leaders have high ethical standards.Many see crisis here; I see opportunity. The leader you have been waiting for is you. You lead by your example. You lead by communicating clearly to others what needs to be done. Leadership is teaching and inspiring others to get it done. Leadership is influence. We begin to lead when we stop complaining about others and start inspiring them with our vision and our examthe extra work of typing minutes unless it is absolutely necessary.

Questions to ask before accepting a meeting

What are we doing? What is the agenda for the meeting? Avoid time-wasting meetings by not accepting invitations to meetings that don’t have a clear agenda.

Who else is coming? Ask this question to ensure that the meeting is set at the right level for you and that the appropriate people are involved.

What can I do? Find out why you’re being invited to the meeting. Make sure there is a good reason for you to attend.

What time? Be strict with your time. Find out what time the meeting is set to start and finish. Make sure you are on time and if the meeting looks like going over, let people know that you’ll be leaving at the allocated finishing time.

Is it necessary? Where possible, only attend for your section of the agenda. Don’t sit through unnecessary meeting discussions waiting to get to the part that concerns you.

What’s required? Find out what you need to prepare beforehand. If you don’t need to prepare anything, be sure you are clear about why your presence is necessary.

Where is it? Ask for clear instructions including the address, floor number and meeting room number to avoid wasting time looking for the meeting venue. If possible, get a contact phone number you can call if you are delayed or having trouble finding the location.

Can we teleconference? It’s not always necessary to be there in person – could you save the travel time and teleconference instead?

What’s next? At the end of the meeting (or at the end of the section you’re staying for) find out when minutes and action plans will be available.

HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.actual4u.com/article/24442/actual4u-Productive-Meetings-How-to-Make-Your-Meetings-More-Productive.html">Productive Meetings: How to Make Your Meetings More Productive</a>

BB link (for phorums):
[url=http://www.actual4u.com/article/24442/actual4u-Productive-Meetings-How-to-Make-Your-Meetings-More-Productive.html]Productive Meetings: How to Make Your Meetings More Productive[/url]

Related Articles:

Measuring Training Programs: Cost Vs Benefit

With increasing online learning opportunities, organizations are finding their focus shifting from providing costly onsite training programs to the use of new tools and technology now available. Companies need to understand and apply the business analytics in order to fully appreciate the effectiveness and impact that e-learning and training offers.

Creative Branding Increases Sales Through Company Recognition

An effective brand, logo, and company name is one that is memorable, creative, and easy to spell. This is the first step in creating a company that people will know and like.

Building A Learning Organisation - Part 3

A company that performs badly is easily recognisable. The symptoms that reflect this may be: a) Employees who seem unmotivated or uninterested in their work. b) A workforce that lacks the skill and knowledge to adjust to new jobs. c) Employees who lack initiative in giving ideas or who simply follow orders.

Bookmark it: