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CONDUCTING AN EFFECTIVE MEETING

CONDUCTING AN EFFECTIVE MEETING. Prepared by: Ms. Nouria Al-Sera Acting Inspector Private Sector. Have you ever encountered any of the following?. A. When called for a meeting : Delegate it. Feel it’s a waste of time. Feel skeptical about it.

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CONDUCTING AN EFFECTIVE MEETING

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  1. CONDUCTING AN EFFECTIVE MEETING Prepared by: Ms. Nouria Al-Sera Acting Inspector Private Sector

  2. Have you ever encountered any of the following? A. When called for a meeting : • Delegate it. • Feel it’s a waste of time. • Feel skeptical about it. • Regard it as necessary evil to get work done. B. During a meeting • Sat near the door to exit ( feel impatient) • Felt totally frustrated (didn't accomplish much) • Sat at the back to do something else .

  3. Overview and Introduction • Meeting process has impact on outcome. • Managing meeting is a set of skills. • There’re many types of meetings. • Tend to be often overlooked.

  4. The Three Types of Meetings • Most team meetings can be classified into three types based on the purpose of the meeting: • Information giving • Information taking • Problem solving

  5. Information Giving Meetings • Leader does most of the talking • Purpose is to provide clear and complete information • Leader may present facts, demonstrate a work procedure, introduce new policy, or give a motivational talk • Information must be well-organized, concise and understandable • Questions and group discussions are usually helpful

  6. Information Taking Meetings Sometimes called an advisory meeting • Leader or team is seeking data, ideas, facts or opinions • Team members draw upon the knowledge, experience, and insight of those in the meeting • Open, honest discussion is essential to the success of an information taking meeting • All team members encourage discussion and ask open-ended questions

  7. Problem Solving Meetings • Require back and forth communication between team members • The necessary background information is provided • Team members suggest ideas and explore possibilities

  8. Importance of an effective meeting • To accomplish objective/s. • To exchange & convey information. • To organize & coordinate work. • To solve problem. • To make decision/s • To brainstorm & get new idea/s. • To emphasize team work.( collaboration)

  9. NO TEAM WORK

  10. Planning A Meeting • I. Primary decision. • II. Who does what? • III. The agenda. • IV. Pre-meeting preparation.

  11. Primary decision “Content vs Process” A. The Content 1. Is there a need for a meeting? 2. Determine what needs to be covered? 3. If there’s no urgency to make decisions, etc, then there’s no need for a meeting.

  12. Primary decision B. The Process 1. Figure out how best to cover these items: Do we need/want to : - convey information? - have an open discussion? - make decisions? - brainstorm new ideas? - or have a combination of any of the above?

  13. TheAgenda A. Purpose of an agenda 1. A roadmap leading to destination. 2. So participants have the correct mindset. 3. To keep on track, allocate & save time. 4. To have a clear purpose & focus.

  14. The Agenda B. Elements of an agenda 1. Concise & written. 2. Consists list of topics or items. 3. Presenter. 4. Realistic time frame. 5. Indicate requirements.

  15. The Agenda C. A standard agenda 1. Minutes of previous meeting. 2. Summary of past actions. 3. Review of progress. 4. Action items. 5. Problem solving. 6. Task assignments. 7. Other business. 8. Reminder of next meeting.

  16. The Agenda D. Some agenda hints 1. Set an agenda & stick to it. 2. Order it logically. 3. Review it at beginning of meeting. 4. Put important items first. 5. Have an agenda planning team.

  17. Pre-meeting preparation • Date & Time. • Identify & Confirm Venue. • Participants - identify, invite & inform them. • Minutes, agendas & working papers. • Equipment /Logistics/Necessary arrangements. • Refreshments. • Pre-meeting discussion.

  18. Conducting A Meeting • I. The Chairperson. • II. Facilitating decision. • III. Ground rules. • IV. Handling participants.

  19. The Chairperson • Meetings are conducted by a supervisor/ leader/chairperson. • Stay in front if you intend to lead/chair. • Can delegate (depends on purpose of meeting) • Start on time and end on time. • Ask for suggested agenda addition. • State your role at the beginning.

  20. The Chairperson 1. Task function • Keep the discussion on target. • Inform and enforce “ground rules”. • Get focus. • Ensure actions are assigned & follow up.

  21. The Chairperson 2. Maintenance function • Make sure everyone gets heard. • Make sure people needs are met. • Maintain control of the meeting flow. • Handle & control participants well. • Reach closure.

  22. Ground rules • Only one person speaks at a time. • No private/side conversations. • Don’t interrupt each other. • Everyone participates. • Listen well. • Give breaks as needed. • Get closure and move forward. • Start and end on time. • Speak or ask direct to the point.

  23. Facilitating decisions • Pick one challenge / problem at a time. • Focus where things went wrong. • Understand the problem, not assign blame. • Brainstorm potential proposals/solutions. • Encourage comments / questions. • Discuss pros and cons of different approaches. • Find out where people agree and disagree.(vote) • Assign further studies. • Announce how & when decisions will be made.

  24. Facilitating decisions Analyse & Understand MEETING Potential Proposal Decision Potential Solution Impasse

  25. Handling participants A. The talker. • Likes to hear their own voice. • Talks just about all topics. • Wastes time for everybody. • Drags meeting at length. “Politely make sure everyone knows that it’s okay to speak about an issue, but no one likes unnecessarily long meeting”

  26. Handling participants B. The belligerent. • Doesn’t agree with anyone. • “Explaining” means yelling & screaming. • Puts everyone on defensive mood. • Not willing to listen. • Not willing to compromise. “ Let him/her be the chairperson or tell him/her firmly of their poor behaviour”.

  27. Handling participants C. The sleeper. • Goes to zzz…. • Suddenly joins midway. • Makes noise. “Talk with the sleeper to stay awake in future or station somebody near him/her”

  28. Handling participants D. The interrupter. • Always jumps in conversation. • Can’t wait his/her turn to speak. • His/her interruptions are always irrelevant. “ Discuss and suggest, pleasantly, ways that you can help overcome his/her behaviour”.

  29. Handling participants E. The wanderer/sideliner. • Goes “Off on a tangent”. • Takes everyone to his trip. “ It’s best to take this discussion later perhaps during coffee break or handle it off-line”

  30. Handling participants F. The back sitter. • Wants to escape. • Not interested in the meeting. • Will start own meeting at the back. “Don’t let him/her join in the next meeting or let him/her sit in front/nearby in future or ask him/her opinion on any juncture”.

  31. Additional Tips • Have good communication skills. • Be prepared. • Look confident and interested. • Focus on objectives.

  32. Follow Up Work • Minutes of meeting. • Action taken. • Meeting evaluation.

  33. Thank You

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