The Chairperson - 3 Essential Approaches
The chairperson must steer a meeting
The chairperson must steer a meeting. This, together with the assistance of excellent team members, ought to make meetings a lot more efficient. Some thoughts here might be useful.
The chairperson:
There is plenty of responsibility being the chairperson that exceeds chairing the actual meeting. Those duties extend from ahead of, during and beyond the meeting.
Before the meeting:
Initially, do you actually require the meeting? Although company meetings might be expected at regular periods it is still worth asking this question. You may delay a meeting for a few reasons. For instance, a recent modification in plans calling for additional time to collect information, decrease of vital team members or absence of input for a main part of the meeting. It could be that you decide that the objectives of the meeting are wrong and it needs restructuring.
The only people that should be at a meeting are those that have a legitimate interest in it and are also ready to supply the necessary input. This means that the numbers at any meeting should be enough to satisfy the objectives of the meeting and thus must be as small as possible.
A meeting agenda should have been generated, well ahead of time and distributed. Be wary of those team members that might not be in a position to attend the following meeting.
If you have the luxury, decide on a meeting venue that is conducive to the dialogue that decreases interruptions. Review the accessibility of equipment. This could be raised on the agenda, in order that a person can pinpoint a specific item if required.
During the meeting:
Start by reminding individuals of the meeting function and perhaps restating the meeting policies that would have been discussed at a preliminary meeting. Refer to the results of the meeting and what is expected.
Start meetings at the agreed time, according to the agenda. Warn late comers by restating your protocols at the beginning. This might cover timeliness, action point completion or sending a substitute to the meeting.
Stick to the agenda and especially uphold the timings as effectively as you can. You could suggest a separate sub-meeting to deal with any agenda topics that begin to overrun their designated time. The outcomes from this sub-meeting could be fed back at the following meeting.
Introduce every agenda item by summing up the central problems. When the discussion has ended, review the vital points suggested, agree any actions made and ratify the individual who will be carrying them out. You can only assign an action to someone at the meeting.
You can lessen agenda dialogues by keeping to the essential points and by just allowing the presentation of additional data that supports significant issues.
Make sure that you take heed of those contributing to the meeting and encourage others to voice their opinions. An individual with a robust character can dictate a meeting which is not necessarily beneficial.
For successful meetings keep them to 1 hour (ideal) to 2 hours (worst). Meetings that exceed 2 hours have a dangerous effect on the desire to exist.
Project meetings are frequently run by the Project Manager as one of his duties.
Action points for after the meeting:
After the meeting has finished praise individuals for their current and continuing contributions. It is interesting how many chairpersons never spare this minimal politeness.
Establish and verify the date of the following meeting. This might be an agenda issue. If items are on the agenda it is harder to ignore them.
Make certain that draft minutes are distributed as quickly as feasible. This lets meeting members agree the veracity of their contents and propose any alterations.
by: Arnold Monk
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