REPORT -- Effectively Producing Successful Meetings

ABSTRACT



Most meetings achieve little result and prove to be a waste of time and energy because of poor planning. Management credibility suffers as well as employee morale. Major complaints by employees include lack of preparation by the meeting’s leader, inappropriate attendees, unstructured agenda and derailed discussions.

To ensure a successful outcome, facilitators must include only those participants most capable of producing a satisfactory outcome. They must be conscious of time constraints and guide the meeting with a firm hand. A clear agenda should be created and provided to attendees prior to the meeting and a strong goal outlined at the convening of said meeting.

Using organizational communication competencies, the facilitator should devise the optimal methods of guiding the gathering to progressing toward a resolution. He must later provide a full, written account of the meeting to the participants to reinforce dedication to the resolution and follow up with any tasks given as assignments.



EFFECTIVELY PRODUCING SUCCESSFUL MEETINGS



This report has been created to examine the many deficiencies occurring in meetings of all kinds within an organization. Whether a production meeting, monthly status meeting, crisis resolution meeting or any other gathering of employees for the purpose of discussion of an issue, problem or status, if not planned properly, results in a waste of employees’ time and productivity. This waste often translates into tangible dollars for the organization, and thus influences potential profit or loss figures.

Ultimately, the failure of such meetings can be ascribed to poor planning on the part of the meeting’s facilitator. Determining the need for a meeting in the first place is a potential early pitfall for the planner, as is deciding upon the most appropriate participants. Completing the pre-meeting agenda fully and creating all necessary materials are also paramount. Above all, however, exercising superior leadership and organizational communication skills is the primary determining factor for the success or failure of meetings of any kind.

Scope of the Report

The report describes many of the factors contributing to ineffective or unsuccessful meetings. Research will show that employees find many of the same issues as the cause for dissatisfaction with the meeting environment. Research includes personal interviews as well as secondary sources. More research will show what steps can be taken to optimize the meeting arena both before and during the meeting timeframe. Although this report relates to all forms of workplace meetings, there is a more specific focus upon problem solving, strategic planning and crisis resolution.

Limitations of the Report

As this researcher had limited access to an interview pool, most research is from secondary scholarly sources, rather than from in-depth interviews in the workplace.

Sources and Methods of Data Collection

The researcher conducted interviews with individuals involved in organizations at senior management positions. The interviews were conducted by telephone in a freeform conversation touching upon major points regarding meetings and their relative degrees of success. Other research was conducted electronically, exploring various journals, papers and articles relating to successful meeting competencies. College-level textbooks in print focusing on communications were also sources for reference.


Report Organization

There are four major sections to this report, the inadequacies of most meetings, the requisite steps that must be taken before a meeting is begun; all the requirements for following through with a productive meeting; and the necessary follow-up actions that ensure resounding success. The third section is further divided into (1) the correct approach at meeting’s inception; (2) maintaining a strong direction for the agenda; and (3) applying the appropriate tools for finding a resolution to the issues at hand. Additionally, there is a summary section.


ASPECTS OF FAILURE IN MOST MEETINGS



It will come as no surprise that most workers consider meetings with dread. “Meetings have a poor reputation in most settings. ‘Boring, ‘deadly,’ ‘waste of time,’ and ‘unnecessary’ are just a few of many common qualifiers often used to describe meetings” (Marshall, 1992, para. 3). Meetings can consist of regularly scheduled gatherings, project-specific, for crisis resolution, status checks or for any of a number of purposes. Whatever the goal of a meeting, if not planned and subsequently carried out properly, the gathering can result in a terrible waste of employees’ time and energy and can adversely affect production and morale.

Many issues contribute to these ineffective meetings. Unprepared leader, tardy attendees, meetings degenerating into chaos, discussions going off on tangents, unclear agenda and gossiping are some of the many complaints by employees regarding these flawed business gatherings. The first concern is by far the most important one when it comes to producing successful meetings – the leader. The individual responsible for organizing and conducting a meeting can be referred to by many names including leader, mediator and facilitator. For the purposes of this report, the term facilitator will be used. The facilitator, of course, has overall responsibility for the relative success of a meeting. Failure to organize, plan and oversee the function competently will usually result in a waste of time, and employee resentment.

Inadequate planning on the facilitator’s part does not produce an environment conducive to productivity. If he has not included the appropriate attendees or has not confirmed schedules that are accommodating to all, the result will often be a relatively wasted effort. If he does not have a strong agenda, nor prepared the suitable materials in advance, his credibility will be damaged, and thus any chance of maintaining a strong direction for the agenda compromised. Without a strong hand at the helm, many directionless meetings degenerate into chaos. Diana Vallejos, Production Manager for Dennis & Leen, a high-end, antique-reproduction furniture manufacturer in Los Angeles complains, “Without a strong leader, meetings go on and on longer than they should and people go off on tangents. Often the tangent consists of personal topics and even gossip” (Personal communication, November 22, 2010).

Morale also suffers when employees perceive that leadership is lacking. If upper-level management is perceived as not caring enough to prepare properly, those below will begin to question dedication, and even competence. This is a dangerous perception as it can affect many other aspects of organization dynamics.

IMPROVING THE PRE-MEETING PLANNING

One of the first issues to consider when planning a meeting is, Is a meeting necessarily the best way to achieve results? When contemplating the circumstances, the communications professional must determine if alternate means would better serve resolution. Perhaps a simple e-mailed memo to department heads will create a resolution. Maybe resolution can be achieved by consulting one-on-one with one particular individual. Bottom-line, a meeting, or gathering of key personnel for the purpose of discussion and problem-resolution, should only be initiated when it is concluded to be the optimum means of dealing with the situation.

Once a meeting has been decided upon, an important factor is determining who would be the essential participants. Many meetings flounder because extraneous personnel drag down the pace of the proceedings, sometimes because they must be “brought up to speed” on the issues. If an individual is on the cusp of having the experience, know-how, position, credibility and power to be an influential factor for the meeting, perhaps that individual should be excluded. Any variable that can detract from the flow and dynamic discussion potential should be considered a liability. If an attendee does not possess sufficient depth of knowledge of the issues, or the ability to affect change or provide a reasonable contribution, that person could be considered an obstruction to ultimate resolution.

Upon deciding which attendees to include, a date and time must be locked in and committed to by all parties. If a certain time is chosen and one of the primary participants will be out of town or otherwise unavailable, reschedule. If it is deemed that employees A through G are vital for the optimal success of a meeting, all should be done to guarantee that they are present.

Once a facilitator has decided that a meeting is indeed necessary and the appropriate attendees selected, he must decide upon a “doable” agenda. The purpose of a meeting is the end result, and so the facilitator must clearly establish a goal. Is this a problem-solving meeting? What specifically is the problem to be solved? Is this a strategy-planning meeting? What precisely is the desired result? Is this an information briefing? What are the few key points to exhibit? Again, however, the desired result must be a realistic goal that can be achieved with the participants involved and the materials presented.

The facilitator must organize this agenda in a very spare structure so that only key issues are addressed thus minimizing the chance for discussion stumbling into unnecessary digression. The agenda is a must, and should be very clearly delineated with time limits assigned to each agenda section. Lastly, the agenda should be distributed to the participants prior to the meeting. This allows them the opportunity to prepare ideas and proposals regarding the various topics. It also allows time for research that might aid in resolving topics more quickly.

All written materials should also be provided before the meeting. Staff members cite receiving materials at the start of a meeting as one of their greatest complaints. Much valuable time is wasted as the attendees sit in a group setting, reading the relevant handouts. More than 15% of a one-hour meeting is wasted as the participants peruse these materials. Therefore, the facilitator must ensure that all attendees receive all pertinent reading materials several days before meeting’s start. Again, this allows them the opportunity to prepare contributions to topics and could thus facilitate early resolution.

HOW BEST TO LEAD A MEETING

Commencing the meeting on time is a prerequisite for producing a successful meeting. “An important aspect of running effective meetings is insisting that everyone respects the time allotted. Start the meeting on time, do not spend time recapping for latecomers, and, when you can, finish on time” (“Running Effective Meetings,” 2010, para. 18). Keeping a tight rein upon the schedule lends credibility to the facilitator and, as importantly, the agenda. Demonstrating that the issues are important helps to raise the group’s awareness and focus, and establishes a tone of professionalism. It is essential to establish this first among many ground rules with which the group must comply.
At start of meeting, the facilitator should clearly and unequivocally state the goal of the meeting, and explain the agenda. He would also mention which attendees would be speaking and/or producing a presentation. One tactic that is often effective for keeping meetings interesting is to vary the types of presentations to keep the “audience” interested through out. For example, if it is deemed valuable to have the group break up into teams to discuss different facets of the agenda, doing so during the middle of the meeting rather than at the end could sustain a viable energy.

This is where leadership and organizational communications skills come into play. The facilitator, for instance, must be open and available to interpret feedback, both verbal and nonverbal, from his group to assess how his messages are being received. Does the group
truly understand the situation being discussed, and does it agree with the facilitator’s point of view? On the other hand, does the group feign understanding and/or agreement in a desire to avoid conflict? He must also be aware of group dynamics. Are there “camps” forming within the group in hopes of controlling power? Hopefully, if the facilitator chooses his attendees well, he will be able to avoid this scenario.

Above all the facilitator must maintain control of the agenda, the participants, pace, dynamics and time. This does not mean that he does not participate. The facilitator must not only oversee the proceedings, but must also become a participant in discussions on a par with the others. Another fundamental focus at this point is ensuring that all attendees become involved. He must also, however, be wary of those individuals who consistently exhibit dysfunctional proclivities in a group discussion setting.

In his article, Ten Characters You’ll Meet at a Business Meeting (2010), Craig Harrison describes five personality types that often obstruct a successful meeting. The Monopolizer, as his name suggests, is a self-centered individual who often talks only for the sake of talking and drawing attention. The Tangent Talker “hijacks the topic of the group by taking discussions off on tangents” which, if not checked, can snowball until the group is entirely off topic. The Cynic spouts endless negativity and disdain for any idea presented. The Devil’s Advocate, of course, feels the need to take the opposing viewpoint. Finally, the Fence Sitter just cannot come to a decision and can bring the proceedings to a screeching halt.

These are the individuals who must be redirected by the facilitator to the task at hand. Finding a way to integrate these personalities into the productive attempt by the group to resolve an issue or plan a strategy can be intricate, yet necessary. Dividing the gathering into groups for problem solving or strategizing can be useful. This approach can sometimes neutralize the difficult personalities by allowing the facilitator to deal with these smaller groups more closely. This can allow for a stronger directive by the facilitator and provide a clearer path for the team.

Problem-solving Techniques

If in a problem-solving setting, there are communication techniques that can be used to diffuse obstructive participants. The Delphi Technique is one such tool as it “is designed to balance the influence of strong personalities on the problem-solving process” (Shockley-Zalabak, 2009, p. 269). The facilitator describes the issue requiring resolution and tasks all members to work separately (prior to meeting) and submit e-mail responses. He then becomes the central hub for providing feedback and forwarding ideas submitted by others. Identity of those submitting is kept anonymous to avoid influencing evaluation. Various e-mails are exchanged with potential solutions becoming more and more refined. On the day of the meeting, the facilitator will have the final, superior, concrete ideas discussed and ideally, the optimal solution will be attained. The Modified Delphi Technique may also be used. Rather than communications occurring via e-mail transmission, they occur face-to-face.

Another valuable tool for problem-solving situations is Brainstorming whereby the facilitator asks for as many off-the-cuff ideas regarding an issue as possible. He must stress that there will be no judgments made and that no idea is too far-fetched. “Brainstorming is a useful way of generating radical solutions to problems, just as long as it's managed well. During the brainstorming process there is no criticism of ideas, and free rein is given to people's creativity (criticism and judgment cramp creativity)” (“Brainstorming,” 2010, para. 22). The intent is to achieve “out-of-the-box” thinking, which can result in novel ideas. Often these ideas require revision, but they can prove to be excellent solutions. Meeting participants must be constantly encouraged to be imaginative in their thinking, particularly when solutions are required.

Working in teams can be a very constructive approach as well. Often the result of such dynamics creates a “whole greater than the sum of its parts.” Organizations throughout the country are becoming more and more dedicated to structuring their workforce into operational teams. “Regardless of the specific type of work environment, individuals must manage multiple relationships to work productively. As organizations have become flatter and more team-based, individuals are often members of multiple types of teams with varying roles and responsibilities” (Watson-Manheim & Belanger, 2002, pp. 62-63). Therefore, in a problem-solving, strategic-planning or crisis-resolution scenario, dividing the creative input of the gathering into two-, three- or four-person teams could result in a considerable payback in productivity. Leadership intuition here plays a great part in creating the best teams. Knowing which individuals work well together, as well as which possess different yet complementary skills is an important element for success. Team-based work in this arena can be immensely satisfying and productive.

Finally, a practical tool particularly effective when attempting to solve a problem in a meeting environment is Fractionation. “Fractionation is a matter of breaking the problem down into its smallest pieces, and then dealing with each piece one at a time” (Cahn & Abigail, 2007, p. 129).
By “destructuring” an issue, the contributors have the opportunity to pinpoint where the precise conflict occurs and resolve that particular matter. This could conceivably remedy all the other “pieces” of the problem. Another method for using fractionation is to break down the problem into the various pieces, and simply repair each problematic piece individually. This could also serve to repair the overall problem.

Minutes of the meeting should be recorded to document the issues discussed and their corresponding resolutions if applicable, as well as any tasks that may have been assigned to individuals for follow-up attention.

Many of the techniques mentioned here pertain to meetings in which the members attempt to solve a problem, resolve a conflict or crisis, or create a strategic plan. However many of these approaches can be relevant when engaging in status or progress report gatherings, making a decision concerning a conceptual issue or even instructional gatherings. The primary determining factor for producing successful, effective meetings is the facilitator or leader. This person must be diligent in all aspects of pre-planning and meeting performance.

It should also be mentioned that what might seem as a frivolous consideration is thought by many as a significant contribution to a successful meeting environment – food. “Never underestimate the power of food at a meeting. Food relaxes the atmosphere, helps make people feel comfortable, helps people sustain positive energy levels and builds the camaraderie of the team” (Heathfield, 2010, para.11). In the interview with Ms. Vallejos, when asked to add any thoughts on what is missing from a satisfying meeting, responded with, “Snacks!”


POST MEETING DUTIES


As with the writing of a good book, a satisfying denouement follows the climax. So it is with meetings. Upon the completion of the meeting, the facilitator must complete various duties to provide reinforcement and to re-motivate the meeting’s participants. A report should be generated and distributed as soon as possible. This keeps the issues fresh in everyone’s mind and assures them that they have been part of a sensible process. It also assists in reminding those participants who have been assigned follow-up tasks. “The meeting report can just be a series of bullets including key announcements, decisions, and action items. Having a written record of who is supposed to do what will save headaches down the line, and will help with effective planning for the next meeting” (Kennen, 2007, para. 8). This benefits morale in providing tangible evidence of the resolutions successfully achieved, and the participants’ contributions thereto.
SUMMARY


Most workplace meetings are ineffective, often wasting employees’ time and productivity and adversely affecting morale. Senior Professional Human Resource and Human Capital Strategist for Mutual Trust Financial Group, Freddie Jacob, criticizes failed meetings saying, “Half are a waste of time because the leader is not prepared, materials are not organized and the ‘right people’ are not always present” (Personal communication, November 19, 2010). The predominance of meeting attendees share many of these sentiments and resent being involved in poorly organized structured gatherings.

To rectify this situation, above all, the facilitator must determine that a meeting is the sole, requisite form in which to carry out the solution to a problem or issue. He must choose the very best candidates as members who will provide the optimal input, and ensure that the scheduled gathering can be attended by all those individuals. Preparing and distributing a solid agenda along with any written materials prior to the meeting are paramount requirements as it creates a very efficient process when the assembly is eventually convened.

Once the attendees have gathered, a clear goal must be stated and a reiterating of the agenda along with its corresponding schedule declared. Time constraints must be adhered to. Variety in the agenda is often useful. Varying the different activities’ order or inviting guest speakers are helpful tactics. The meeting facilitator should be sufficiently competent to manage the various social dynamics within the group and adjust accordingly. This could entail various techniques such as the Delphi technique and the Brainstorming process. Breaking up attendees into teams is another viable approach. Assign tasks to certain individuals to produce follow-up tasks.

Upon completion of the meeting, create a written report (minutes) of the meeting to remind everyone of the progress and to confirm incomplete tasks.




WORKS CITED

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Boston: Pearson.

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effectiveness.Retrieved from http://www.suite101.com/content/conducting- effective-meetings-a28895

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