Learning Programs | Targeted learning for all levels of the organization

Making Meetings Work

Building Skills and Practices for Effective Results Driven Meetings

Making Meetings Work is in response to the decades of dissatisfaction voiced by managers and non-managers alike about participating in nonproductive, lengthy meetings.

The keys to successful meeting management are twofold. First there must be an established and supported process or structure by which all meetings are conducted. This “recipe” for conducting meetings eventually becomes part of the management culture of the organization and is an important element of integrating new people into the culture.

The second, and equally important element is the behavior of the meeting participants. Certain “norms” of behaviors must be established and adhered to. A culture of trust must be established where people can both offer and receive “course corrections” in meetings when they either observe the meeting getting off track or when they stray from established norms themselves.

Making Meetings Work takes the well known fundamentals of meeting management and casts them in an entirely new light — how people “show-up” for meetings largely determines the effectiveness of them. Face to face, Video-Conference and Teleconference forums are included in the design. The training encompasses 2 full days. The initial session is one full day followed by two 1/2-day sessions, three to four weeks apart. There are opportunities to practice skills learned in each session and “lessons learned” will be an agenda item at both follow-up meetings.

  • Existing Realities – Data is gathered from the participants regarding the current “norms” and practices for conducting meetings. Current practices are compared to industry “best practices”. A gap analysis is performed and action planning facilitated to improve practices.
  • Meeting Structure and Operating Guidelines – Meeting mechanics and procedures are covered.
  • Roles and Responsibilities – Various roles are covered and responsibilities defined. Facilitator, Team Leader, Participant.
  • Meeting Management – Facilitation skills are covered and specific issues such as decision making, accountability, and crowd control are detailed.
  • Positive Confrontation – Techniques for surfacing issues are covered using “Appreciative Inquiry” as a foundation.
  • Follow-up – Various techniques are explored for effective follow-up. How can we ensure crisp execution of business decisions without being confrontational?
First Follow-up Session
  • Lessons Learned — Each participant will report on what they have learned from practicing the skills acquired during the previous session.
  • Common Themes — Common themes and/or problems will be identified and the group will work in breakout sessions with the Glowan facilitators to formulate corrective actions.
  • Action Planning Roll-Up — Each group will report out to the other participants to share the learning. Action items will be recorded and responsible persons assigned.
Second Follow-up Session
  • Lessons Learned — Each participant will report on what they have learned from practicing the skills acquired during the previous session.
  • Common Themes — Common themes and/or problems will be identified and the group will work in breakout sessions with the Glowan facilitators to formulate corrective actions.
  • Action Planning Roll-Up — Each group will report out to the other participants to share the learning. Action items will be recorded and responsible persons assigned.
  • Internal Follow-Up — Future dates will be scheduled for the team to “check-in” on their progress and formulate actions to continue the improvement.

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