Meetings have been with us since the dawn of time. Trust me. You can bet that Grog, Ug and his cronies met back at the cave to discuss the latest hunting disaster.
Leader: "So we've got three wounded and no meat. Any ideas from the audience? Anyone?"
Grog: "Mammoths are too big."
Leader: "Good . . . good point. Anyone else?"
Ug: "Sharp sticks break."
Leader: "Right. We've got Flint working on that — something about pointed rocks."
Ug: "Might work if it was on the end of a stick."
Roc: "Nah, we've never done it that way."
Leader: "Hold on, he may have something. Tell you what, Ug: Work up a prototype and get back to me tomorrow. Meanwhile, let's go see what the women found to eat."
OK, so maybe the spear didn't come out of a hunting committee meeting — but it could have. Meetings can be productive, even fun. They also can be endless, dull and a complete waste of time. Either way, they're here to stay.
"Even though we have evolved new ways to communicate, we can't express the full range of our emotions in a phone call or e-mail. So much of what we communicate is nonverbal. You can't get the full impact unless you're face to face," said Jane Riley, a motivational speaker, trainer and business consultant who advises clients on subjects that include how to create meetings that move. "People do business based on relationships, and meetings can foster teamwork or bring about consensus. They can also build enthusiasm and momentum."
There are many good reasons to hold a meeting, Riley said. They include receiving and sharing reports, reaching a group decision, solving a problem, gaining acceptance for an idea, introducing a product, training, reconciling conflicting views and getting immediate feedback.
So why does everyone roll his or her eyes when the subject comes up? Because sometimes there's no reason to meet, or nothing comes of it. Some meetings are just boring, drawn-out and pointless. "Disorganized, rambling meetings" topped the list of what frustrates people about business meetings, according to a recent Opinion Research USA survey of 1,000 workers.
"One of my pet peeves is when the person in charge doesn't know how to run a meeting, and the attendees take control, and, before you know it, the discussion is off track and it's a waste of time for everyone," said Mark L. Newton, program director of the hotel, restaurant and tourism management program at Gwinnett Technical College and a long-standing member of Georgia Meeting Professionals International. "Running a meeting is an art, but it's also something you can learn — and need to learn."
Here are some pointers from the experts:
Plan it ahead of time. Know your objective, and let that dictate who should be there.
"Do your research and get others involved so that you're not just presenting your ideas," Newton said. "The higher up the corporate ladder you can go to get support for what you want to do, the better. Obviously, if you can get the CEO to attend, people are going to figure the meeting is important."
"In the planning stage, involve people who can influence your objective. If you know there will be a naysayer out there, face him ahead of time. Address his concerns by giving him a small part of the agenda," Riley said.
Jane Riley, a motivational speaker, trainer and business consultant, says that meetings have not outlived their usefulness.
Show enthusiasm, from the pre-meeting notice on. Professional and organizational meeting planners can't require people to attend. They have to entice them to come by telling them what's in it for them. We all can learn from their marketing skills, Newton said.
"If we want others to be enthusiastic about meeting, we have to show excitement. We have to tell people exactly why we're meeting and what we expect to accomplish," he said.
Don't be a one-person show. Riley suggests asking others ahead of time to play active roles as timekeeper, recorder (secretary), topic tracker, logistics coordinator and host/hostess. Timekeepers and topic trackers will keep meetings on schedule and on task.
"You can use a fun signal, such as a cup that the timekeeper turns over when someone has gone on too long. It's a signal to say, 'cut it short,' without him having to say anything," she said.
The logistics coordinator takes care of audio-visual needs, room temperature, extra chairs, etc. The meeting planner then is free to run the meeting. A host greets people and hands out name tags.
Create an agenda and send it out ahead of time. "Script it out ahead of time, and know how long you can give to each item. Tell people what you want to accomplish before you leave the room. That will help people stay on task," Newton said. "It's rude to run overtime. Everyone's time is valuable."
Send e-mails to attendees and ask for their thoughts on some of the issues. "This is especially helpful if an attendee is quiet and rarely talks in a meeting, but you respect his ideas. Ask for his contribution ahead of time, and incorporate it into the agenda," Riley said.
Make the atmosphere inviting. "Arrive early and shake people's hands," Newton said. "If people don't know each other, use an icebreaker to introduce everybody."
Riley sometimes asks people to take something out of their wallets or purses and do a "show-and-tell." "It helps break down barriers. Instead of telling us their job descriptions, they're sharing something personal and memorable."
Make it clear that you welcome participation. "Use body language and phrases like 'How can we build on that idea?' that encourage people to speak up," Riley said. If you had all the answers, you wouldn't need a meeting.
Keep it moving to avoid boredom. Use a variety of ways to connect with the group — visuals, group activities or a guest speaker. Sometimes a neutral facilitator from outside the company can bring fresh ideas and opinions.
"Engage them. If you've brought them together, you should use their physical faculties. They should be writing, thinking and talking," Riley said. "Use brainteasers, exercises and small-group discussions. Tell them: 'Here's the issue. Each group has 10 minutes to come up with 10 ideas and then tell us your top three.' "
If you use a PowerPoint presentation, make sure you talk to the group, not the screen.
"The worst thing you can do is turn your back on the audience," Newton said. "If you use handouts, leave blanks that they have to actively fill in, and, if a meeting goes longer than two hours, change the scenery. Get them up out of their chairs."
End with an action plan. "This is the part that is missing from many meetings. People share great ideas, but there's no accountability, no next step," Riley said. "Identify what things need to be done and who on the team should work on them. Identify specific steps, costs and due dates. Everyone should leave knowing that concrete plans are being made to move things forward."
"It could be the best meeting in the world, but, if there's no implementation afterward, it's not a success, so follow up," Newton said. "If your meetings are productive, people will be enthusiastic about coming to the next one."
'A two-way street'
The person in charge of the meeting obviously has a weighty responsibility, but so do attendees.
"A meeting is a two-way street, and attendees need to be involved," Newton said.
Instead of dreading meetings, Riley suggests that workers see them as a way to develop leadership skills.
"If you can show yourself to be competent and credible in a meeting — if you're willing to suggest ideas, take an active role and can garner support from others — you are showing that you have the organizational skills and personality to be a leader. People will notice, and that can be a huge plus for your career," she said.
Mind your meeting P's and Q's
We're all plugged in and used to multitasking, but meetings are meant to be face-to-face and mind-to-mind interactions. To get something out of them, you have to be present! Totally present — not text-messaging on your cellphone, answering e-mails on your BlackBerry or making a to-do list on the back of the agenda.
Business surveys show that most executives consider that behavior rude and distracting. It's the cyber equivalent of talking while the teacher is talking or of passing notes in class — and you know where that got you. Unless asked to get a contact number or to retrieve some data, skip the electronics and help your career. Other tips:
DO:
• Read the agenda and think about it beforehand.
• Jot down ideas that you want to raise.
• Show up early or on time.
• Be friendly. Chat with others beforehand.
• Participate with enthusiasm, and make eye contact.
• Make clear, concise and relevant comments.
• Listen to others.
• Stay calm and professional, no matter how heated the discussion.
• Bring something to write on; take notes.
• Volunteer to help implement the plan.
DON'T:
• Answer your cellphone or send text messages.
• Check and respond to e-mails on your BlackBerry.
• Interrupt others.
• Be a time hog.
• Use phrases that discourage participation, such as "We've never done it that way before" or "That idea will never fly."
• Show obvious signs of boredom, such as checking your watch, yawning or fidgeting.
• Air grudges or complain about things that have nothing to do with the topic.
• Bring food, unless invited to.
• Leave early, unless you've cleared it beforehand with the person in charge.
Sources: Mark Newton and Jane Riley