Meeting Management USAMPS Captain’s Career Course

Purpose The purpose of this lesson is to introduce principles of meeting management and provide information on how to plan and conduct a meeting

References TC 26-3, Conducting Effective Meetings June d Infantry Division (M) & Fort Riley Staff Officers Guide Chapter 6

Meeting Management Outline Types of Meetings Schedule a Meeting P3 Model - Plan a Meeting - Process a Meeting - Publish Meeting Results Read-Ahead Summary Questions Conclusion

Types of Meetings Informational (or instructional) meeting –formal –informal Problem-solving and decision- making meetings

Schedule a Meeting (1 of 2) Have a meeting when: – The group needs to receive information or provide advice to the commander. – The group needs to be involved in the problem -solving process. – Members of the group have information to share. – The group desires to discuss an issue with the leader. – Regulations or policies require a periodic meeting. – A need exists to build your team.

Schedule a Meeting (2 of 2) Do not have a meeting when: – More efficient ways to communicate exist. – You have poor or inadequate data. – The leader has already made up his mind. – The subject is classified or involves sensitive or personal information. – Hostility exists amongst group members over a particular point.

Plan a Meeting (1 of 8) “The P3 Model”

Plan a Meeting (2 of 8) Plan the meeting prior to its assembly using the “N.E.A.T.E.R.” acronym. Plan a Meeting Expectations Agenda Time Extra Resources Nature Effective Meeting Effective Meeting

Plan a Meeting (3 of 8) N ature–what is the purpose and what type of meeting is appropriate? Plan a Meeting Expectations Agenda Time Extra Resources Nature Effective Meeting Effective Meeting Informal meeting Staff Huddle IPR Staff Coordination Formal meeting Command & Staff Training Meeting Decision Briefing

Plan a Meeting (4 of 8) Plan a Meeting Expectations Agenda Time Extra Resources Nature Effective Meeting Effective Meeting Who should attend? What should the participants expect or be prepared to do? What is the desired outcome? What process will the group use to reach its desired outcomes? Who will make any required decisions? Expectations– Did you consider?

Plan a Meeting (5 of 8) A genda–prepare and disseminate the agenda in advance. The agenda will outline: Plan a Meeting Expectations Agenda Time Extra Resources Nature Effective Meeting Effective Meeting The purpose of the meeting. All known topics and who has responsibility to prepare each topic. Time allocated for each topic.

Example Agenda Intro/purpose/guidance COL Milhouse Share information -LTC Smith(5 min) -LTC Yancy(5 min) -MAJ Roberts(5 min) -CPT Tasker(5 min) -MR/MRS Brookings(5 min) Brainstorm Lunch/continue planning Plan and develop decision brief Rehearse Break Brief decision Break AAR Plan a Meeting (6 of 8)

Plan a Meeting (7 of 8) T ime–set the time after considering: Plan a Meeting Expectations Agenda Time Extra Resources Nature Effective Meeting Effective Meeting When is the best time for the group discussion? What is the expected attention span of the attendees at the scheduled time? What is the impact of the considered time on other units or people? Can you assure the length of the meeting by “backing it up” against another event?

Plan a Meeting (8 of 8) Plan a Meeting Expectations Agenda Time Extra Resources Nature Effective Meeting Effective Meeting Extra Resources–consider administrative and logistical support. Brainstorm your needs. Remember “What can go wrong will go wrong.” Consider: Audiovisual equipment, training aids, and spare bulbs. Meeting location and space. Chairs, tables, easels, blackboards, etc. Recording materials such as paper, chart packs, pens, markers, chalk, etc. Sufficient copies of all handouts. The physical layout of the room and the seating arrangement. Refreshments or meals.

Process a Meeting (1 of 6) Types of Meetings - Informational / Instructional + Positive approach + Be brief, be clear, be gone + Questions: answer / defer - Problem solving / decision making + Problem solving process + Roles + Complete planning

Roles of Attendees Facilitator Recorder Group Members Chairperson Process a Meeting (2 of 6)

Facilitator: – Helps the group stay focused on the issue or problem. – Responsible for the pre- and post-meeting planning. – Assists the group through the problem-solving process. Process a Meeting (3 of 6) – Stays out of the discussion and remains neutral. – Confronts dominating, disruptive individuals by pointing out their behavior (talking too much, telling war stories, etc.). – Draws out quiet or indecisive members (asks questions). – Helps obtain, agreement from objectionable members.

Recorder: Records all group ideas and thoughts. Posts these ideas for all members to view. Remains neutral. Process a Meeting (4 of 6)

Group members: Actively participate in the meeting. Hold the facilitator and the recorder responsible for their roles in the process. Active listening: + Get ready to listen. + Take responsibility for comprehending. + Listen to understand, not refute. + Control the emotions. + Listen for main ideas. + Be mentally agile. + Take notes. Process a Meeting (5 of 6)

Chairperson: – An active participant and contributes individual ideas. – Usually the final authority. – Assists the facilitator with disruptive, objectionable, or quiet members. Process a Meeting (6 of 6)

Publish Meeting Results Summarize the meeting in a document. Include: – The date and time the meeting occurred. – A list of attendees. – A summary list of the items discussed. If the meeting included all items on the original agenda, you may attach a copy of the agenda to the summary. – The name, position, and office of people assigned tasks and the suspense for completion. – The date and time of the next meeting, if known.

Read-Aheads A special type of staff action that prepares members of the command group for meetings Focuses thedecision-makers If done properly, can thwart a painful experience

Summary Types of Meetings Scheduling a Meeting P3 Model - Planning a Meeting (NEATER) - Process a Meeting - Publishing Meeting Results Read-Ahead Summary Questions Conclusion

Questions ?

Conclusion Successful meetings do not just happen, they are caused. They become a reality when those involved assume responsibility. TC 26-3