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MEETING PREPARATION, " - Coggle Diagram

- - - - 4.1 Is it a final plan ?
      - 4.2 Is it a Time Line ?
      - 4.3 Is it a Regular meeting ?
      - 4.4 Is it a Regular meeting ?
- - - - 1 Regularly review the meeting’s purpose.
      - 2 Solicit agenda items from the group in advance.
      - 3 Rotate leadership of the meeting -setting the agenda, preparing materials, and introducing topics. It’s a great way to inspire ownership of the meeting.
      - 4 Cancel when there is no reason to meet
      - Useful questions for a stand-up could be:
        
        1 What did you complete since we met last?
        
        This gives a sense of progress to the individual and the team.
        
        2 What will you complete by the next time we meet?
        
        This makes the speaker take ownership of their commitments to the team.
        
        3 Is there anything impeding your progress?
        
        If there are impediments, the team is made aware and can contribute to removing them.
    - - 1 Need a group to take part in making a decision, solving a problem, providing updates, or brainstorming ideas
      - 2 Want to provide updates to a group—project status, a success, a concern
      - 3 Face a problem that needs input from members of different groups
      - 4 Discover that your team members feel a strong need to meet
    - - 1 The subject is a personnel issue that’s better handled one-on-one, such as an employee’s poor performance
      - 2 You don't have time to prepare
      - 3 Your group members are upset over a conflict or other problem and need time apart before being ready and able to address the situation
      - 4 Another method of communicating—email, phone, text message—would work as well or better
      - 5 The subject isn’t worth everyone's time
- - - - 1 To determine your agenda items, consider the meeting’s purpose
      - 2 Decide how much time you will grant to each item.
      - 3 Include only as many agenda items as the group can realistically handle in the time allotted for the meeting.
    - - 1 Studies show that people have attention spans of no longer than about 30-40 minutes.
        
        I >> Maintain Momentum with Focused Meetings
        
        I He kept the meetings focused. [A] crisp, typical project meeting for that team was about 10 minutes. And they used the collaborative workspace to share information, to make good and rapid decisions. That's a key for acceleration. The biggest time-waster on most projects is ineffective meetings and waiting for those next ineffective meetings to happen.
    - - 1 Look for issues that build on each other.
      - 2 Start with a few easy issues.
      - 3 Separate information-sharing issues from problem-solving, decision-making, or brainstorming ones.
      - 4 During long meetings, such as off-sites, address the most difficult issues at a time when participants are at their most focused
      - 5 Break complex issues down into manageable parts.
    - - in your meeting agenda, indicate logistics such as:
      - 1 Date, time, place, and length of the meeting
      - 2 Name of the person calling the meeting, names and roles of participants, or name of the group that’s meeting
      - 3 Anything unusual about the meeting format, such as the fact that the meeting will be held online or at an offsite location
      - 4 Any background materials participants will need to review or prepare before taking part in the meeting
      - some careful thought can help you schedule your meeting so that people arrive on time and have the energy to focus on your agenda. *
      - 1 Schedule it when most participants aren’t in back-to-back meetings.
      - 2 Avoid meeting first thing in the morning, when people are rushing to get to work; and the end of the day, when people are tired.
      - 3 Avoid scheduling a meeting right before vacations, when people are rushing to finish their to-do lists, not yours.
      - 4 Provide snacks to keep everyone’s energy levels up if you need to schedule a just- before-lunch or end-of-day meeting.
      - 5 Try to limit the meeting time to no more than one hour. If there’s really that much to cover, break the information into several smaller meetings.
- - - - 1 Are the key decision makers for the issues involved
      - 2 Can give relevant input
      - 3 Have a commitment to, a stake in, or a role in the issue
      - 4 Need to know the information that will be reported in the meeting in order to do their jobs
      - 5 Will have to implement any decisions made during the meeting
    - - To determine how many people you should invite to a meeting, consider using the “8-18-1800” rule
      - 1 If you have to solve a problem or make a decision, invite no more than "8" people
      - 2 "If you want to brainstorm, then you can go as high as 18 people.
      - 3 If the purpose of the meeting is for you to provide updates, invite however many people need to receive the updates. If everyone attending the meeting will be providing updates, limit the number of participants to no more than 18.
      - 5 If Rally the troops ->go to 1800
    - - 1 Leader
        
        1 Clarifies meeting’s purpose, objectives, constraints, and scope of authority
        
        2 May or may not facilitate the meeting
        
        3 Takes responsibility for follow-up
      - 2 Facilitator
        
        1 Guides the group through the phases of the meeting
        
        2 May be responsible for pre- and post-meeting logistics
      - 3 Scribe
        
        1 Captures the key points, ideas, and decisions resulting from the meeting, ideally on a flip chart or whiteboard
        
        2 May draft the minutes or post-meeting notes
      - 4 Contributor
        
        1 Participates actively by offering ideas and helping to keep the discussion on track
      - 5 Expert
        
        1 Contributes expert knowledge on particular issues as requested
        
        2 If not a regular member of the team, may not participate in other aspects of the meeting
      - 6 Timekeeper
        
        1 Tracks time spent on each agenda item
        
        2 Moves discussion to next agenda item if needed to keep meeting on track
    - - As a meeting leader, you might fill numerous roles during a meeting to address challenges that can arise.
        
        1 Gatekeeper
        
        Ensure that the agenda is followed, that everyone who wants to speak gets the opportunity to do so, and that no one dominates.
        
        2 Devil’s advocate
        
        Challenge a consensus that may be emerging prematurely, without sufficient thought.
        
        3 Consensus builder
        
        Spot and highlight areas of agreement among members.
        
        4 Cheerleader
        
        Give genuine praise to participants where it is due.
        
        5 Joker
        
        Relieve tension and remind members of common bonds.
- - - - 1 Am I clear about the meeting’s purpose?
      - 2 Do we really need this meeting?
      - 3 Have I covered all required information in the agenda?
      - 4 Do I know how decisions will be made during the meeting?