Manage the Conversational Workspace: Lead Smart Meetings

Meetings, Meetings… How many meetings do you attend per week? 1 or 2 3 to 5 6 -10 11-15 More than 15 How many do you host or chair?

A Waste of Time? What percent of the meetings you attend do you consider to be a waste of time? Less than 10% 11 to 20% 21 to 30% 31 to 40% 41 to 50% 51 to 60% More than 60%

Consider the Costs According to a study commissioned by MCI Conferencing, more than 11 million meetings take place every day in the U.S. The average professional attends about 62 meetings a month, lasting roughly an hour each, which comes out to about eight workdays a month. The professionals surveyed, on average, classified 50 percent of the time spent in those meetings as “a complete waste”.

People & Meetings Most unproductive meetings are the result of: Not clear on what is to be accomplished at the meeting Inadequate planning on who should attend Not letting people know the objectives in advance (and giving them information if needed) Not using an agenda + materials that will support good results

The Paradox of Meetings When people know a meeting is going to be a waste of time, they still go. And they still complain. They would rather go than be left out. The only thing worse than having to sit through an unproductive meeting is not being invited.

Smart Meetings: Planning What accomplishment ingredients do you need? WHAT outcome or objective to you want to accomplish? WHEN will the meeting be and how long will it last? WHY is the meeting important? What resource ingredients do you need? WHO must attend vs. know what happened? WHERE will the meeting be? HOW do you plan to accomplish meeting objectives?

Smart Meetings: Prepare Others Have an agenda available to everyone before the meeting Let people know what you want to accomplish Have attendees: Clear about what is expected of them at the meeting Well prepared, armed with whatever information they need for effective discussions or decisions Confirm key people will attend

Smart Meetings: Manage Four Conversations Have someone who manages the conversations to: Match the type of meeting with the appropriate types of conversations Support completion of open items and issues that arise Speak at least one accomplishment at the close of the meeting

Types of Meetings, 1 Informational or Planning Business Briefings Plan Development Use Understanding conversations for a dialogue about a proposal Generative and creative – formulation of new ideas Informational – talking about new things, explaining new procedures, etc. Planning – where the who, how, when, etc are created for projects etc. Review, Revise, and Advance - Update and commit – project debriefs along with new commitments, faculty meetings where we are told what happened since the last meeting and what will happen or we will be asked Ceremonial – recognition meetings What is required for an effective meeting depends on the type or purpose of the meeting Ask participants: What kinds of meetings do you have? Which of the Four Conversations are used most often? Take sharing.

Types of Meetings, 2 Generative and Creative meetings: Decision Making Problem Solving Brain Storming Development Use Initiative and Understanding conversations for a dialogue to create new ideas Generative and creative – formulation of new ideas Informational – talking about new things, explaining new procedures, etc. Planning – where the who, how, when, etc are created for projects etc. Review, Revise, and Advance - Update and commit – project debriefs along with new commitments, faculty meetings where we are told what happened since the last meeting and what will happen or we will be asked Ceremonial – recognition meetings What is required for an effective meeting depends on the type or purpose of the meeting Ask participants: What kinds of meetings do you have? Which of the Four Conversations are used most often? Take sharing.

Types of Meetings, 3 Review, Revise, and Advance Reviews and Evaluations Debriefings Status Reports Use Performance and Closure conversations to create new agreements and complete old ones Generative and creative – formulation of new ideas Informational – talking about new things, explaining new procedures, etc. Planning – where the who, how, when, etc are created for projects etc. Review, Revise, and Advance - Update and commit – project debriefs along with new commitments, faculty meetings where we are told what happened since the last meeting and what will happen or we will be asked Ceremonial – recognition meetings What is required for an effective meeting depends on the type or purpose of the meeting Ask participants: What kinds of meetings do you have? Which of the Four Conversations are used most often? Take sharing.

Types of Meetings, 4 Ceremonial Awards Retirements Promotions Announcements Use Closure conversations: Acknowledge, Appreciate, Apologize, Amend agreements Generative and creative – formulation of new ideas Informational – talking about new things, explaining new procedures, etc. Planning – where the who, how, when, etc are created for projects etc. Review, Revise, and Advance - Update and commit – project debriefs along with new commitments, faculty meetings where we are told what happened since the last meeting and what will happen or we will be asked Ceremonial – recognition meetings What is required for an effective meeting depends on the type or purpose of the meeting Ask participants: What kinds of meetings do you have? Which of the Four Conversations are used most often? Take sharing.

Good Meeting Tips Have your information organized and ready to go Have clear starting and ending times. Start on time and end on time. Open with initiative and closure conversations What you are out to accomplish Acknowledgements, appreciations, apologies, amended agreements

Use a Standard Meeting Agenda Example: Initiative: Why we’re here Closure: Recognition, Status update Understanding: Dialogue Performance: Requests, Promises, Agreements Closure: The 4 A’s Make meetings useful - Use the Four Conversations: Successful meetings require managing the four conversations as appropriate to the type and intent of the meeting. A generic meeting outline: (modify according to the type of meeting you are having) Start with Closure – The four A’s: Acknowledge the facts, Appreciate the people, and Apologize for any mistakes or misunderstandings. Amend broken agreements. Initiative – Remind people of the purpose or intent of the meeting and what you are out to accomplish and why it is important. Use visual displays wherever they might be helpful: A project, task, or outcome list Performance scoreboards and other displays A graph of project stages and what stage we’re in now 3, Understanding – Make the time to clarify what is needed and expected. Give an overview of agenda and any ground rules that will apply. Be sure people understand the meeting objectives. 4. Performance – Make commitments, create agreements for action and results. Identify any requests or promises that need to be made to have people take action and/or produce results - put things in existence so you can follow up on them 5. End with Closure – Boasts and Leftovers: Acknowledge what got accomplished – and what didn’t. Appreciate people for the work they did and the promises they made. Apologize for mistakes such as running late, not managing the conversations to completely detail every assignment, etc., and Amend any broken agreements - commit to putting in corrections for the next meeting.

At the Meeting Ask for and make commitments Track Requests and Promises Who agreed to take an action? Who agreed to produce a result? Are they clear about timelines, and who to coordinate with? Track Requests and Promises Who agreed to take an action? Who agreed to produce a result? Are they clear about the What-When-Why? The Who-Where-How? Be sure your meeting is action-oriented, results-oriented. Keep asking: things like: What is needed to move this forward? What will complete this? What result or decision is called for here? Ask participants: What do you see about how to make your workplace meetings more productive?

Stellar Meeting Tips Adhere to the agenda – acknowledge deviations and don’t go back to repeat it for people who arrive late Allow people to leave after their contribution if they are not needed later Provide a summary to all participants itemizing decisions and promises made Follow up to get ideas on how to improve participation and accomplishment Going back for late arrivals says to people who arrived on time that they and or their time is not as important. If someone who is essential to a successful meeting is not there, cancel the meeting

“Communication works for those who work at it.” John Powell

Thank You / Closure Today’s program is complete. It’s been great working with you! Sorry we couldn’t arrange a two-day holiday for you as a reward for doing this program. We’ll be available for your questions and ideas. Free newsletter: www.laurieford.com Blog: www.usingthefourconversations.com