Running A Working Meeting Jim Lamb

Introduction l Run Effective Meetings l Why are we having a meeting? l Who should attend. l What is the expected outcome. l How many chapter Chair’s are present

Agenda l Why are we holding a meeting? l Who controls the Agenda. l Who should attend. l What is the expected output. l How meetings get derailed l Managing a disturbance.

Why are we holding a meeting? l What is the meeting mission and purpose? Business meeting Technical meeting Social Meeting l Is the meeting defined by Charter l Who should attend the meeting

Who controls the Agenda l Why have an agenda, what goes first. l Need to establish a time budget. Send with meeting Agenda l What material is needed to prepare attendees for the meeting. l Agenda is responsibility of meeting chair. Delegated to Sectary

Who should attend the meeting l The more people in the meeting, the more input you will get, the longer it will take. l If guests are invited, do they know their roll. l If discussions are going to be held, who has the information, who is affected. l Should business and technical meetings be combined.

What is the Expected Output l Are decisions expected to be made. l How is meeting documented. l How are results measured. l Have objectives been met.

How Meetings Get Derailed l No Agenda l Do not follow time schedule. l Cannot arrive at common solution. l Discussion is uncontrolled, Roberts Rules. l War stories get started. l Poor definition of objective. l Participants not prepared.

Managing a Disturbance l Deflect conservation's to after the meeting. l If the conservation is not relevant it needs to be cut off. l Guest input should be kept to a minimum. l Need to talk to participants who can’t get off their soap box. l Delay the discussion until later.

Summary l What is the meeting mission and purpose l Make sure there is an agenda l Stick to the agenda, finish on time. l Need to cut off unnecessary discussions l What is the expected output