Making meetings effective
Meetings are an source of frustration in most organisations. Effective meetings are rare and incontinent meetings are common.
Yet good meetings are essential as a way to include staff, make good decisions, and communicate them.
Poor meetings, and poorly made, poorly communicated decisions make people feel disempowered and under-informed.
Sadly, if you try to use "more meetings" to solve the problem it is easy to make things worse because the new meetings will likely be just as poorly run. As a result, key people often don't turn-up, decisions are then made 'on the fly' outside the meeting, and as a result, attempts to include staff simply makes them feel further disempowered.
The solution is not easy. We often do need more meetings - but which are more effective, shorter, and more focused. Meetings where:
The key to all this is reflecting, every time we meet on whether our meeting was good, or not - and committing to improving it next time. We suggest scoring each meeting, at the end - just taking a few minutes as a group to discuss the "effectiveness checklist". Such an exercise may sound strained, but it can be rapid and provide you with the insights you need.
There also a need for training in tools and models (given here) and a real commitment by everyone to improving the meetings they attend.
We hope the documents on this page can help with all these things.
Implementation and Facilitator Guides