NRCA Summit 2007 Meetings That Actually Work!

NRCA Summit 2007Meetings That Actually Work! Presented by: Ramona M. Hill Workshops Etc! Inc. www.workshopsetcinc.com Meeting Training.ppt

Did you attend this meeting? What made you feel this way? Or, what are some problems with meetings?

What’s Wrong With Meetings?

Or, did you attend this meeting?

Characteristics of Best You’ve Seen

Session Focus • Techniques and strategies to make your board meetings more efficient and effective. Many potential members are becoming more concerned about how meetings are managed and “how much time this will take.” • To obtain a copy of the entire presentation, please visit www.workshopsetcinc.com.

Contents • What’s wrong with meetings? • The best you’ve seen is………. • Before…… • During…… • After ……. • Afterthoughts

Meeting Statistics • _____% of attendees not satisfied with their role or decisions reached • Agendas are covered only _____ of the time • Meetings last _____ longer than scheduled time • Less than ______ of meeting leaders use aids • ______ of managers’ time spent in meetings (Creighton & Creighton) Source (1-4): 3M Visual Systems

Meeting Statistics • 30% of attendees not satisfied with their role or decisions reached • Agendas are covered only 50% of the time • Meetings last 25% longer than scheduled time • Less than 50% of meeting leaders use presentation aids • 75 - 90% of management's time spent in meetings (Creighton & Creighton) Source (1-4): 3M Visual Systems

The Purpose of Meetings Plan Cooperation Communication Act Do Check Coordination

Planning a Meeting • Is a meeting really needed? • What is the meetings purpose • Two types of meetings - Informational (Advise/update, Sell) & Decision Making (Goal Setting, Problem Solving) • Who should attend? • Is it worth the cost?

Effective Meeting Cycle P……. D…… C….. A…..

Before the Meeting (PLAN) • …. Meeting date, time and location • …. Mail/email “homework” yes or no • …. Meeting Agenda • …. Consent Agenda??? • ….

Consent Agenda • What is a “Consent Agenda”? • A bundle of items that is voted on, without discussion, as a package. • Differentiates between routine matters not needing explanation and more complex issues needing examination.

Consent Agenda • Requires discipline to implement • BEFORE THE MEETING • Set meeting agenda • Distribute materials in advance • Read materials in advance

Consent Agenda • Requires discipline to implement • AT THE MEETING • Introduce the consent agenda • Remove an item from if requested • Approve the consent agenda • Document acceptance of consent agenda

During the Meeting (DO/CHECK) • …. • …. • …. • …. • ….

Doing Meetings • Begin on time • Welcome everyone • State the purpose for the meeting • Review ground rules • Review the agenda • Review minutes (if appropriate) • Status action items • Initiate discussion of agenda item #1

Responsibility Action Timing Who What When DO Create an Action Plan • Who does what by when • Blueprint for executing the solution • Ties up loose ends • Ensures tangible results • Increase group ownership through participation

Checking for Results • Compare your meeting results with your original goal • Evaluate meeting • Circulate meeting notes in a timely fashion • Follow-up on assignments quickly

After the Meeting (ACT) • …. • …. • …. • …. • ….

Acting • Incorporate what was discovered while checking into next meeting

Effective Meeting Cycle Plan Do Check Act • Objectives and Agenda Determined • Content AND Process Planned • Determine Appropriate Players • Roles and Responsibilities Defined • Key Contributors Prepositioned • Logistics Arranged • Carry out the agenda • Ensure all resources contribute • Bring to closure with next steps, accountability & timetables • Benefits & concerns • Debrief immediately • Publish minutes • Follow-up on next steps & Action Plan • Incorporate Benefits & Concerns in next meeting plan • Begin incorporating needed changes for your next meeting

Remember Good Meetings Are Managed Events - They Don’t Just Happen

Afterthoughts • A meeting without some laughter or smiles is a meeting with bad news or bad leadership • When the meeting leader does all the talking, the attendees probably aren’t listening • When the meeting discussion gets off track, the real issues are probably not on the table • A meeting that goes on and on gets less and less done • Those who talk the most often say the least • The important minutes at a meeting are not the ones taken by the scribe, but the minutes on the clock • People who listen the most learn the most • Meetings lead to more meetings Source: Dr Edward Wakin (Fordham University)

Workshop Resources • The Consent Agenda: A Tool for Improving Governance. BoardSource White Paper • How to Hold Successful Meetings: 30 Action Tips for Managing Effective Meetings (30-Minute Solutions Series) (Paperback) by Paul R. Timm • The Facilitator’s Pocketbook. John Townsend and Paul Donovan

Workshops, Etc!, Inc. • Specializes in designing and implementing customized workshops for your organization • Provides meeting facilitation; group process design and development; parliamentary procedure; and, strategic planning services. • Professional affiliations/certifications include: Society for Human Resources Management; American Society for Training and Development; National Speakers Association; National Association of Parliamentarians; Certified Trainer of Adult Trainers; Master Trainer • Contact Information Ramona Marsalis-Hill, Certified Trainer/Facilitator P O Box 3079 * Daphne, AL 36526 Phone: 1-888-844-4ETC www.workshopsetcinc.com

NRCA Summit 2007 Meetings That Actually Work!