| One of the biggest challenges you face when asked | | | | prevent time overruns. The three key roles are those |
| to chair a meeting is to keep everyone on topic and | | | | of chairperson, record keeper, and timekeeper. |
| focused. It is such a challenge, in fact, that most | | | | The chairperson's job is to follow the agenda and |
| managers dread the thought of hosting a meeting. | | | | make sure all topics are covered. The record keeper |
| They know that if they don't keep the meeting | | | | is responsible for taking notes and compiling minutes. |
| focused and on topic little will be accomplished and | | | | The timekeeper watches the clock and lets the |
| most attendees will consider the whole exercise a | | | | chairperson know when it's time to move to the next |
| waste of time. | | | | topic. |
| Plan Ahead for Best Results | | | | Dealing with Off-Topic Discussion |
| Preparing a detailed meeting agenda shows you | | | | All meetings have the potential to stray from the |
| respect the attendees' time and value their input. You'll | | | | original topic. Just as in everyday conversation, one |
| have a better turnout and more active participation - | | | | subject leads naturally to another, and soon you're |
| both important elements of a successful meeting. Your | | | | discussing infrastructure upgrades instead of new |
| agenda should include the following: | | | | acceptable use policies. In such cases, use the Parking |
| · Meeting objectives | | | | Lot technique: make note of the subject then defer - |
| · Action item review | | | | or park - it for consideration at a later time. Handling |
| · Specific topics you'll cover | | | | off-topic discussions in a meaningful way sends the |
| · Any new action items | | | | message that while the subject is important, it would |
| Ideally, you should send your agenda with the initial | | | | be better to address it later. |
| invitation to the meeting, and both should go out at | | | | Follow-Up for Better Feedback |
| least a week in advance. Participants need time to | | | | Getting the most out of a meeting doesn't end when |
| consider their part in the meeting, and to schedule the | | | | participants head back to their offices. Follow-up |
| meeting date on their calendars. | | | | quickly - within 24 hours - and distribute minutes to all |
| Additionally, if the purpose of your meeting is to finalize | | | | attendees. Use the same format as your meeting |
| an important decision, plan to spend the week prior | | | | agenda, with notes about actions taken, new action |
| discussing various options with decision makers and | | | | items assigned and their due dates, and a short |
| answering their questions. By getting buy-in from the | | | | sentence or two about each topic discussed. |
| decision makers in advance of the meeting you ensure | | | | Successful meetings don't happen by accident. With |
| that the meeting will run smoothly and be merely a | | | | careful planning and execution, though, they can be |
| formality in the approval process. | | | | effective and efficient. Learning to host a productive |
| Role Playing Keeps Everyone on Task | | | | meeting will not only help accomplish your goals, it will |
| Meetings with more than a few participants can be | | | | also enhance your professional standing and earn you |
| difficult to manage. Defining and assigning basic roles | | | | the well-deserved reputation as someone who gets |
| beforehand will keep everyone focused, and help | | | | things done. |