Bob Rosner, Allan Halcrow and Alan Levins put together a two-part piece on meetings for ABCnews.
Part One addresses how to wake up your meetings when you’re in charge (excerpt):
Good meetings don’t just happen. If you’ve called the meeting then you’re in charge, unless you’ve asked someone else to run it. Take that role seriously:
Reiterate the purpose of the meeting.
Follow the agenda.
For each issue, clarify what you want: information, ideas, opinions or some combination.
Manage the conversation; don’t let everyone talk at once and step in if people wander off the subject.
Keep the conversation respectful. Don’t tolerate insults, grandstanding or inappropriate humor.
Don’t let one or two people hog the floor. If necessary, respectfully cut them off. The rest of the group will be grateful.
Don’t let anyone sit in silence. Everyone present is there for a reason, and should participate. Some people are naturally shy, may have cultural values that keep them quiet or may feel bulldozed by the loudmouths. Step in and invite them to contribute.
Acknowledge what people say. If there seems to be some confusion, restate what you heard and be sure that’s what the speaker intended to say.
Make notes as you go. If someone raises an issue or asks a question best addressed at another point, respectfully say so but be sure to get back to her later. For each agenda item, close the discussion. If you’ve reached a consensus, restate it. If you need to make a decision, make it and state it clearly. If you decide not to make the decision, explain why (e.g., you need more information) and when you will make the decision.
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Let people know what happened. In some cases, that simply means letting them know what’s been decided. In other cases, detailed minutes are better. The minutes should go out within a day or two and should follow a consistent format:
Who was there
The issues that were discussed
Key points of the discussion
Decisions
Action items (work assigned at the meeting) with deadlines
If major projects are discussed in the meeting, talk briefly with key players afterward and make sure you agree about next steps. Clarify your expectations.
Part Two addresses how to get the most out of meetings when you’re not in charge (excerpt):
Be prepared. Read, study, ask questions — do what it takes to be up to speed on what’s being discussed. Identify areas where you would like to contribute and jot notes to yourself so you don’t forget it. If you’ll need feedback at the meeting, or if people will need time to digest what you contribute (budget data, for example), distribute it in advance.
Show up on time. Get to meetings on time — even if the person running them is chronically late. That allows you to settle in and focus your attention and it shows respect for the other the participants.
Observe the meeting culture. Meetings vary depending on who is running them. Get a sense of what’s acceptable, then follow the norm. Is it OK to bring coffee or food into the meeting? OK to slip out to use the restroom or retrieve something at your desk? Do people just say what’s on their mind, or do they wait to be called on? There are no “right” answers — except to follow the protocol.
Don’t talk just to hear your own voice. This isn’t talk radio. Don’t speak up unless you have something to add. Resist the urge to offer a play by play of the meeting, to second opinions that don’t need seconding, or to wander off the point. Some people talk to be noticed (“at least she’ll know I was there”), but trust us — you won’t be noticed favorably.
Don’t keep too quiet. On the other hand, sitting through meetings in silence isn’t a good idea, either. People will begin to wonder why you’re there — or even to wonder what you contribute to the organization. Speak up when you can contribute expertise, facts that only you have or to advocate for something you believe in.
Say what you have to say during the meeting. Don’t say one thing in the group and then run around afterward telling people what you really think. Remember, you’re in business, not in Congress.
Make notes. Even if someone else is charged with keeping formal minutes, take your own notes. Doing so helps you focus on the conversation and not on the errands you need to do on the way home. It also helps ensure that you’ll remember the key points that affect you.
Play the appropriate role. If a superior has called the meeting, your job is to be supportive. Don’t suddenly announce that you oppose her proposal or think the business plan is unworkable. Before the meeting is the time to voice your disagreements. You may be able to resolve them on the spot or your boss may encourage you to speak up at the meeting anyway (the best bosses encourage dissent). Above all, don’t embarrass your boss by being unprepared.
If a subordinate called the meeting, your job is to be sure that person shines. Stay in the background. Don’t criticize how the meeting is being run (say something afterward if need be). Don’t disrupt the agenda. And don’t drop any bombshells. It borders on the cruel to have heads swivel in your direction only to have you say, “No, I don’t think it’s a good plan.” If you really believed that, you shouldn’t let the plan be put before the group in the first place.
Follow up. If any action items fall to you, take care of them as soon as possible. Then let people know that you’ve done the task.