| Meetings could be considered a necessary evil | | | | everything needed is in place such as, |
| of the everyday work life. A poorly organized | | | | chairs, whiteboard and markers, copies of |
| meeting will not only be a huge time waster, | | | | handouts, coffee etc. Try not to give all the |
| but can also ruin your credibility with your | | | | handouts at the beginning of the meeting, as |
| coworkers. It is vitally important that you | | | | people tend to read the handouts and ignore |
| learn the basics of conducting a short and | | | | the speakers. |
| well organized meeting. | | | | |
| | | | The best setup for a meeting is a round table |
| The single most important thing for you to do | | | | where everyone can face each other. This will |
| before a meeting is to develop an agenda. A | | | | encourage participation and discourage |
| meeting without an agenda is pure and utter | | | | slacking or dozing off. |
| chaos. Nothing will ever get resolved and the | | | | |
| meeting will drag on forever. An agenda is | | | | Start on time. Move the meeting along |
| like a road map to guide everyone to the | | | | according to the agenda. If someone tries to |
| correct destination. Do not even consider | | | | derail the agenda by longwinded comments, be |
| conducting a meeting without one. | | | | assertive and get the meeting back on track. |
| | | | Offer to meet with that person on a one to |
| When you are preparing your agenda, identify | | | | one basis if needed to keep the meeting |
| the aim of your meeting. Clearly state the | | | | flowing. |
| focus of the meeting on the agenda. Then list | | | | |
| each item to be discussed in order of | | | | If an item on the agenda is not getting |
| importance. Give a time limit to each item | | | | resolved in a timely manner, move to chair |
| and list the expected outcome. Distribute the | | | | the item and plan to resolve it at another |
| agenda one week before the meeting. Confirm | | | | time. This will help keep the meeting moving |
| that everyone attending has all the | | | | along. |
| information that they need and the presenters | | | | |
| are clear on how much time they are allotted. | | | | When presenting, stick to the time allotted |
| While circulating the agenda, state that the | | | | on the agenda. Say what you need to say in |
| meeting will start on time and end on time. | | | | short straightforward sentences. Answer |
| | | | questions with the shortest answer possible |
| A couple of hours before the meeting is to | | | | to get your point across and move on. Most |
| begin, send an email to everyone who is | | | | people love to hear themselves talk. Resist |
| attending your meeting. State the starting | | | | the temptation to elaborate on every point |
| time of the meeting, the location and the | | | | you make just to hear the sound of your own |
| ending time of the meeting. This is so that | | | | voice. |
| no one will have an excuse for being late, or | | | | |
| worse, forgetting that they have a meeting to | | | | End your meeting on time. If all of the |
| attend. | | | | issues are not resolved, take note and follow |
| | | | up at a later meeting or through personal |
| On the meeting day, rehearse your | | | | contacts. With the right agenda, your |
| presentation. Arrive early and confirm that | | | | meeting can be kept short and to the point. |