How to Run an Effective Staff Meeting and Make the Most of Your One on Ones

1. How to Run an EffectiveStaff Meeting and Make the Most of Your One on Ones Residence Life and Housing Services Professional Staff Training 2011 Presentation By: Lance Collier and Austin Duckett Content Inspired By: Dawna Jones and Danielle Troise

2. SESSION OBJECTIVES • Learn how to conduct an effective staff meeting for your area • Learn how to handle difficult situations during staff meetings • Learn ways to keep staff engaged during staff meeting • Learn to conduct effective 1-1 supervision meetings with staff

3. STAFF MEETINGS Running a staff meeting can be nerve-wracking at first, but break it down, and think of it in THREE EASY SECTIONS: BEFORE THE MEETING DURING THE MEETING AFTER THE MEETING

4. SIMULATION #1 FEEDBACK How did the overall meeting feel? What did you observe during the meeting? What would you do differently?

5. SIMULATION #2 FEEDBACK How did the overall meeting feel? What did you observe during the meeting? How would you add to it?

6. BEFORE THE MEETING … Plan the STAFF MEETING AGENDA What information is most important to convey? • Pull information from the Department Staff Meeting • Pull information from your own list of area specific issues How long will it take to cover all of the topics? • Allocate two hours for your staff meeting each week with the expectation to use only 1 hour depending on issues discussed • Are there certain techniques or formats that would best deliver the message, such as use of an outside speaker, discussion or demonstration? • Please remember that our staff (just like us) learn in different styles – visual, auditory, or phonetic. Do you need to do a team building exercise this week? • You may want to save time in the beginning or the end of the staff meeting to develop team depending on the staff. • Make copies of the agenda for all staff members

7. DURING THE MEETING … • Be in the room early so you are able to observe staff behavior and answer any questions that staff might have • Set the tone by establishing rules and guidelines for everyone to follow; begin on time, no cell phones, etc. • See sample expectations that you can edit and use in your area • Be sure to follow the agenda and topic at hand • Staying on topic and preventing “grenades” from derailing the conversation is important to keep the group focused and moving forward.

8. DURING THE MEETING … • Present the information in terms the staff understands and in an interesting way – we learn differently, change it up. • Get feedback from the staff to ensure that they understand the information – asking “are we clear” or “any questions?” • Keep a pad and pen handy to jot down observations, record decisions made, and provide appropriate follow up. • Often times, you will leave the meeting with a list of items to follow up on with residents or facility issues. It’s important to ensure these things are done to build trust and character throughout the team. However, we are human and being authentic does go a long way in building team.

9. AFTER THE MEETING … EVALUATE THE MEETING • Did the meeting accomplish its purpose? • What were the strong and weak parts? • Were there suggestions, ideas or comments from the staff? • Write down suggestions or points to improve upon for the next meeting • Follow up with individual staff members to provide feedback or provide specific clarification on a topic covered. • Follow up with your “TO DO” list resulting from the meeting

10. WHAT ABOUT YOU? … HORRID STAFF MEETINGS • What went wrong? • How did you handle it? • What would you do differently next time? GREAT STAFF MEETINGS • What worked? • What advice do you have for new supervisors?

11. Handling Difficult Situations • A person who tends to dominate the discussion • Others may tend to sit back and give up the floor to this person, so use direct questions to draw out other participants. Also speak with that staff member in private afterwards to make them aware of your observation and expectation. • A person who starts another meeting with the person next to them • Ask the person to share with everyone what is being said and follow up with what your expectation is.

12. Keeping Your Staff Engaged • Create an atmosphere of freedom in the meetings so everyone feels able to talk openly and honestly while at the same time ensuring structure during discussion. • Be sure to follow the agenda and prevent side conversations • Determine what resources lie hidden within each person, how to release them and utilize them to benefit the group • Utilize different techniques to convey the information • Allow them to provide suggestions or ideas • Involve all staff, even those that are quiet! • Provide an opportunity for staff to “check in” and let each other know how they are doing – i.e. “take five” or “one good thing”

13. 1:1 THE MIGHTY

14. THOSE ONE-ON-ONES … • What are they? • A chance for you to connect individually with each staff member • How often should I have them? • It depends on your staff. We recommend bi-weekly meetings at the beginning of the year. • What do we talk about? • The topics may be different for each staff member depending on their personality but here are some ideas:

15. SIMULATION #1 FEEDBACK How did the overall meeting feel? What did you observe during the meeting? What would you do differently?

16. SIMULATION #2 FEEDBACK How did the overall meeting feel? What did you observe during the meeting? How would you add to it?

17. ITEMS TO COVER … • Personal life – Have you gone home recently? What have you been doing for fun or for YOU? • Academics – How did that test go last week? • Relationship with floor partner – How is your communication? • Floor concerns or issues – Roommate conflicts? Noise concerns? Take this opportunity to follow up on weekly report content. • Program planning – Let’s look at your chart to see where you are. • Feedback – How are things going? Do you have any feedback for me? Is there anyway I could better assist you in making you successful • Positive reinforcement – Your last program was a success; excellent job!

18. THOUGHTS TO CONSIDER … • Use this time to really get to know your staff on a personal basis and build relationships with them • Switch things up some days • Changing your place or pace can change their and even your perspective (i.e. go to Java City) • Have floor partner meetings instead of individual ones • Make yourself available other times during your office hours • Some RA’s may want more of a relationship then others • Be considerate of their time • Be attentive to your body language • Be Present !!!!

19. GO FORTH AND LEAD!