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Meeting Managementpage 1Meeting ManagementKevin R. ThomasManager, Training & ves Recognise thecharacteristics of agood meeting. Learn how to preparefor, structure andfacilitate effectivemeetings. Devise an action planto improve your abilityto run good face toface meetings.

Meeting ManagementPage 2Agenda1 Introduction and Warm Up Meetings Step by Step23 Meeting objectives Writing Effective Agendas Structure and Facilitate Summarize and Record Action PlanningMeetings Bloody Meetings Best known as a comicactor for Monty Python,A Fish Called Wanda,and now as Q in JamesBond films. Started Video Arts forbusiness training 1976, John Cleese playsthe middle manager. 2012 remake, Cleesereturns as the judge.

Meeting Managementpage 3Meetings Can Be a WasteA recent survey said:– 49% felt they wasted at least 3hours a week in meetings– The more senior they were, themore meetings they went to– 17 hours per week spent atmeetings– Running meetings – a crucial partof their jobs (80%)Plus:– You don’t learn from experience– People copy your bad habitsMonster Meetings andMiracle Meetings Pair up Share stories ofmeeting disasters What went wrong? Now share stories ofsuccessful meetings What made themsuccessful?

Meeting ManagementPage 4Notes on Meeting Monsters, Meeting MiraclesCharacteristics ofMonster MeetingsCharacteristics ofMiracle Meetings

Meeting Managementpage 5Agenda1 Introduction and Warm Up Meetings Step by Step23 Meeting objectives Writing Effective Agendas Structure and Facilitate Summarize and Record Action PlanningObjectives1. What are you trying toachieve?2. Is a meeting the bestway to achieve theobjective?3. If so, who will need to bethere?4. What role will eachperson play?5. What information willeach person need to besuccessful?2012 Swimming and Diving Champions!

Meeting ManagementPage 6Meeting ObjectivesConsider: The sum of all of the hourly rates of the people at the meeting. Other valuable activities you are taking people away from The effects on morale of too many meetingsGood Uses for MeetingsBad Uses for Meetings

Meeting Managementpage 7When to Hold a MeetingNotes PageGood Uses for MeetingsBad Uses for Meetings

Meeting ManagementPage 8Agenda1 Introduction and Warm Up Meetings Step by Step23 Meeting objectives Writing Effective Agendas Structure and Facilitate Summarize and Record Action PlanningWriting Meeting Agendas A schedule of activities thatwill achieve the meeting’sobjectives. Enough detail that peoplewill be able to prepare. Estimated time for each item Who will lead each section Items grouped logically Most time given to mostimportant items, not themost urgent ones.

Meeting Managementpage 9Writing Agenda ItemsStated Agenda ItemWhat they thought it wasaboutImproving companycommunications Giving sales andaccounts direct accessto the data. Internet upgrade. Intranet redesign.What should it have beencalled?Writing Agenda ItemsStated Agenda ItemWhat they thought it wasaboutExpenditure onmaintenance of B‐1265sand B219s Reducing maintenanceexpensesWhat should it have beencalled?

Meeting ManagementPage 10Sequence of Agenda Items Beginning– Report on actions since lastmeeting– Short, easy to handleagenda items– Gives people time to arrive– Allows people to warm up Middle– Items that requiresubstantial discussion End– Note taker summarizesaction commitments.Supporting Materials What do you wantpeople to do toprepare for themeeting? What documents, data,or other media will beneeded to successfullyaccomplish theobjectives?

Meeting Managementpage 11Agenda Writing Exercise Form groups of 3‐4 Read the Agenda Writing Case Study Step 1: List all of the agenda items and givethem appropriate titles Step 2: Prioritize them by importance Step 3: Assign time intervals to them Step 4: Put them in a logical sequence Write your group’s agenda on a flip chart

Meeting ManagementPage 12Agenda WritingCase StudyExerciseUse the information on the next few pages to produce an agenda for the meetingreferred to in the brief.Human resources manager's briefYou are the Human resources manager of Portrad Financial ServicesInternational Inc., a company employing roughly 5,000 people. You have20 people in your department and you are responsible for all HR activitiesin the company, including training. You report to the Operations director.You are based at the head office, which houses the following departments.DepartmentAccountsData processingTele-salesMarket researchCorporate planningLegal services dept.Number employed150956327108Dept. managerreports toFinance directorFinance directorSales directorSales directorOperations directorOperations directorEvery two months the managers of these head office departments meet todiscuss human resources issues. You chair these meetings. The meetingsare normally held in a conference room on the third floor. But this is duefor redecoration, so the next meeting will be held in the Boardroom.The meeting will be in three weeks time on 22 April, starting at 2 pm.Your task is prepare the meeting, using the attached papers. For thepurpose of this exercise, today's date is 1 April.

Meeting Managementpage 13Minutes of previous meetingMinutes of department managers' HR meeting, 26 FebruaryPresentGeorge DavisHelen GreenHarry ConwayDilip PatelTessa BlakeIan McCraeRuth JonesGraham KnightChairAccounts managerData processing managerMarket research managerCorporate planning manager:Manager, legal servicesTele-sales managerBriefing co-ordinator (for Item 2)Office layout planner (for Item 3)Human resources managerThe meeting dealt with the following subjects:1 Matters arising from the previous meetingIn response to a question raised by Helen Green, the HR manager told thegroup that there were no plans to increase the pay of reception staff.Other strategies for reducing turnover and increasing performance will bedeveloped. Other departments will then not need to worry about higherpay rates impacting equity in their departments.2 Team briefingRuth Jones reported that all the arrangements for the introduction ofregular team briefing meetings to update staff about important changes inthe company had been made, including the training of briefers. A fewmanagers and supervisors (about 3%) missed the training, mostly becauseof sickness. The first brief would be delivered on 1–2 March and thesecond on 5–6 April. Ruth will report on progress to the next HR meetingon 22 April.3 New layout for 4th. FloorThe group was consulted to resolve issues in the major office move,including space allocations, privacy, proximity to other groups, andsecurity for certain aspects of data processing. Solutions to all of theseissues were found. This subject will be discussed again in four months’time when the move has been completed.4 New parking spaces allocationsDue to construction delays, no progress will be possible on this for sixmonths. The new team briefing system will be used to tell staff thatnothing is happening until then.

Meeting ManagementPage 14Portrad Financial Services International emailTo: HR managerFrom: Catering supervisorDate: 25 MarchSubject: New ovensThe new ovens will be installed on 14 May. We will therefore not be ableto serve hot food on that day or the day after. The salad and sandwich barswill be extended to compensate.Mention at HR Meeting, 22 April. Add to HQ core brief for May teambriefingRough notes from a phone conversation between the HR manager andthe Accounts manager30 MarchGeorge Davis called. Two of his people had argument with night securityguard about access to the data processing facility when working late.Wants to raise at next HR meeting.Talked to security company managing director. No great problem, hethinks, but remember to circulate his letter confirming phone conversationwith agenda for 22 April.

Meeting Managementpage 15Letter from managing director of security firm to HR managerFortress Buildings27–34 Old King StreetLondon SW23P 9BZThe Human Resources ManagerPortrad Financial Services InternationalRoxburgh HouseLondon EC1 XYZDearI am writing to confirm my understanding of the difference of opinionwhich arose between one of my night security guards and two members ofyour Accounts department last Tuesday.The incident apparently happened at 9.20 pm. The two accounts peoplewere about to enter part of your data processing facility. This is restrictedto those with special passes, which these two don't have. As they wereaccompanied by the section leader responsible for that particular restrictedarea, they may have felt that it was a little heavy handed of the securityman to stop them, though according to him he didn't have to argue aboutit.I am glad to know from our phone conversation that you agree with theaction he took.I look forward to our meeting next week.Yours sincerelyDaniel DareManaging DirectorEmail to Human Resources Manager: 6Portrad Financial Services InternationalInternal memoTo: All departmental managersFrom: Maintenance supervisorDate: 30 MarchSubject: Fire alarmsWe will be testing the fire alarms on 22 April at 2.30 pm. Please warnyour staff.

Meeting ManagementPage 16Email to HR managerPortrad Financial Services InternationalInternal memoTo: Human resources managerFrom: John Maxwell, Human resources officerDate: 28 MarchSubject: Performance Management ProgramYou asked me to carry out a quick, informal investigation of the operationof the Performance Management Program. I have analysed the informationwe have in the Human resources department and spoken to the managersof the Accounts department, Data processing and Tele-sales. I have alsospoken on the phone to five Human resources officers from the largerunits round the country.The main conclusions are:1. The system is not being adhered to. Only 30% of the forms arereturned on time without prompting. 20% are never returned, no matterhow many reminders the managers concerned receive. In some parts ofthe company it is taking nearly three months to complete the cyclewhich, given that we have got a maximum of six levels ofmanagement, is quite unacceptable2. Many of the performance appraisals are superficial affairs. I am toldthat some appraisals take less than half an hour and there is evidencethat few managers take the process of rating seriously3. There is a lot of cynicism about the program amongst line managers.They see it as a chore imposed upon them by senior management andHuman resources. Few managers see any benefits in it, either forthemselves or their subordinatesYou also asked for my opinions. I don't think that the system can beimproved by educating/exhorting/instructing those managers who operateit. I believe the program must be redesigned. At the moment it is toocentred on the qualities of individuals, rather than on what they achieve. Ithink we should design a new program which focuses much more onperformance and sell it to the line managers as a tool that will help themdo their jobs better.