Herding cats...

Or running an effective meeting? In May, I posted on the topic of areas of focus, for a meeting participant Meetings, Meetings and more Meetings.. (24/5/20). What about when you are leading the meeting? How do you make sure it is effective?

Whether leading the meeting or a participant, there is nothing more frustrating than spending time and energy, to walk out thinking “what was the point”? Worse still, having a fantastic conversation around the table and then walking away, everyone unsure about what next, assuming that someone else will do something to take it forward.

Regardless of your experience, there are a number of important elements I have found are essential, to ensuring a meeting will have purpose and impact. Start embedding these early as you develop your own style, along the way.

• Have a relevant and concise agenda. Make each topic and conversation count and manage timing. If the conversation is heading off track, bring it back to the intention of the agenda item. If there is a bigger conversation to be had around a specific item, take it offline with those involved.
  

• Have a clear set of anchor points to bring back to intention or test a conversation, in particular if it is becoming emotionally charged. I use the “why?” questions I have outlined in prior posts around strategy. How does this deliver on our business strategy? What does it mean for our customer? Strong questions that can reset the group.
  

• Ensure the meeting is minuted. Record clear actions, assign owners to the actions and agree on timing of delivery. An update on actions can then form the start of your next meeting, to ensure things are getting done. If there is no one in the meeting who naturally takes this role, rotate the responsibility.
  

• Make sure everyone has an opportunity to contribute. There will always be big voices in the room and there will be introverts who won't say much. Draw out the views of the introverts. Ask for their opinion on a particular conversation.
  

• Technology needs to be shut down or put away until breaks. No matter how good the intention is at the start of the meeting, sneaky checking of phones and emails will happen. Be strict with this one.
  

• For a regular team meeting, have something that will kick-off the meeting and ensure everyone is present. It might be a quick stand up “check in” to see how everyone is feeling and/or if there are any distractions. It might be a 3 minute mindfulness session. Try a few things to find out what what works for this group.

No doubt you are saying, "well that all makes sense". The opportunity often overlooked, that a structured approach presents, is for you to take the role of observer.

As the meeting leader, without distraction, you are able to see who is uncomfortable, nervous, or unhappy with the conversation. Who appears disengaged or distracted and possible friction points within the team.

What you see is invaluable in coaching and developing individuals. Even if not in your direct team, observing different or concerning behavior will enable you to take a broader leadership support position.

Observation is not possible if you are in the middle of a dis-organised meeting, trying to drive a way forward when it feels like you are “herding cats”. Even more of a challenge where an online meeting.

Having fluid, open conversations is important in finding the right outcomes for whatever is on the agenda. Ensuring meeting structure is critical and will avoid you and the team walking out frustrated or even confused about what was the point.

You will evolve your own style. Regardless of what this is, make sure you have those key elements of an effective meeting in place. Don’t miss a great opportunity to understand and develop your people and team. This is leadership.

Until next time

Lisa