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05.23.05
10 Attributes Of Effective Meetings
 By
Steve Kaye
Here are ten ideas that characterize an effective meeting.
Definition: A meeting is a business activity where select people gather to perform work that requires a team effort.
A meeting, like any business event, succeeds when it is preceded by planning, characterized by focus, governed by structure, and controlled by a budget.
Three things guarantee an unproductive meeting: poor planning, lack of appropriate process, and hostile culture. Effective leaders attend to all of these to create an effective meeting.
Effective meetings require sharing control and making commitments.
Short meetings free people to work on the essential activities that represent the core of their jobs. In contrast, long meetings prevent people from working on critical tasks such as planning, communicating, and learning.
The ultimate goals of every meeting are agreements, decisions, or solutions. Meetings held for other reasons seldom produce anything of value.
Unprepared participants will spend their time in the meeting preparing for the meeting.
It is better to spend a little time preparing for solutions than to spend a lot of time fixing problems.
Meetings are an investment of resources and time that should earn a profit.
A meeting can be led from any chair in the room. And if it's your meeting, you want it to be your chair.
How To Save Money On Training
By
Steve Kaye
1) Use a live instructor. Adults learn best by doing, practicing, and experiencing. Effective instructors customize their programs to meet people's needs, provide counsel on individual challenges, and respond to questions. Videos, CDs, and E-learning are seldom effective for primary learning.
Since the greatest cost of learning is the payroll cost of the participants, you want to make sure the program delivers results.
2) Hire external experts. They can speak candidly about crucial issues related to complex work skills. They are free of prior encounters with your staff. And they bring a fresh, outside perspective based on a worldwide view (instead of an internal one). Those who specialize in one skill area have developed extensive knowledge. Ideally, choose one who has written books or published articles.
3) Include accountability. Work with the instructor to develop a review and reminder process. Plan follow-up sessions to check on progress applying new techniques. Ask your staff to select one change that they plan to make and describe how they will apply it. Then monitor the application of changes being made. Include learning as a dimension in performance reviews.
4) Support learning. If you're the boss, set an example of active learning. Attend the workshop. Then use what you learned. Encourage others to apply the new skills and reward those who make a special effort to do so. Also, recommend articles, books, and other materials that support the training program. Create a work culture that recognizes learning as the key to excellence.
5) Buy smart. Match the type of program with desired skills. Use employees for proprietary operations, routine procedures, and high volume (more than 50 sessions/year) tutorials. Select programs that teach skills required to meet company goals. Buy programs that show practical techniques (instead of facts and trivia) delivered by experts who use what they teach.
About the Author:
IAF Certified Professional Facilitator and author Steve Kaye works with leaders who want to hold effective meeting. His innovative workshops have informed and inspired people nationwide. His facilitation produces results that people will support. Call 714-528-1300 or visit his web site for over 100 pages of valuable ideas. Sign up for his free newsletter at http://www.stevekaye.com
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