Effective Meetings

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Presentation Description

Covers the skills anf preparation necessary to avoid unnecessary and poorly run meetings which last too long and achieve very little

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Presentation Transcript

Slide 1: 

25/07/2009 1 Making Meetings Effective Name of Organisation “Meetings are indispensable when you don’t want to do anything” J.K. Galbraith

Slide 2: 

25/07/2009 2 Name of organisation - Making Meetings Effective Potential Costs of Ineffective Meetings % of Salary Costs for Organisation – 100% = £???,000000 % of Salary Costs for Department – 100% = £??,000000 Time diverted from important tasks - ££££££ Progress/Action delayed - ££££££ Creation of muddle and chaos - ££££££ Can impact badly on morale - ££££££

Slide 3: 

25/07/2009 3 Name of Organisation - Making Meetings Effective Objectives for the Day To understand; the purpose of meetings the importance of decision making and decision taking the cost of ineffective meetings the roles of Chairperson, Minute Taker or Group Member the importance of assertive behaviour the importance of time management the importance of clear process

“Ground Rules”- Examples : 

25/07/2009 4 “Ground Rules”- Examples Only one person may speak at a time No interruptions may occur until the speaker shows a readiness to accept them Be supportive of all ideas All discussions should be open; private discussions between participants is unacceptable Participants should accept all views as serious contributions List any ideas, then discuss them One idea is discussed at a time Discussion is about the future not the past Participants speak for themselves not for other participants

The “Parking Lot” : 

25/07/2009 5 The “Parking Lot” Name of Organisation - Making Meetings Effective

Slide 6: 

25/07/2009 6 Developing a Win – Win Relationship The OK Corral I’m OK Your OK I’m OK Your not OK I’m not OK Your OK I’m not OK Your not OK Win Win Lose Win Win Lose Lose Lose

Levels of Listening : 

25/07/2009 7 Levels of Listening Ignoring – Making no effort to listen Pretend Listening – Giving the appearance of listening Selective Listening – Hearing the bits that interest you Attentive Listening – Paying attention, focusing, comparing to personal experiences Empathetic Listening – Listening and responding with both heart and mind Name of Organisation - Making Meetings Effective

The Power of Questions : 

25/07/2009 8 The Power of Questions Reflective – You seem unhappy about …? Open – Tell me about …? To what extent does …? Probing – Tell me more about …? Better in what way …? Link – You mentioned that …? Direct – When do you need this by …? Closed – Are you happy with the proposal? Silence Name of Organisation - Making Meetings Effective

A Foundation Model – For you to follow : 

25/07/2009 9 A Foundation Model – For you to follow Character Competence A person with high character exhibits integrity, maturity and an Abundance Mentality A person with high competence has knowledge and ability in a given area Trustworthiness Trust Being Truly Effective

Slide 10: 

25/07/2009 10 Where do you spend your time?

Slide 11: 

25/07/2009 11 “We who lived in concentration camps can remember the men who walked throughout the huts comforting others, giving away their last piece of bread. They may have been few in number, but they offer sufficient proof that everything can be taken away from a man but one thing : the last of the human freedoms – to choose ones’ attitude in any given set of circumstances, to choose ones own way” Viktor Frankl – Man’s Search for Meaning Attitude is everything – Who chooses yours?

Name of Organisation - Making Meetings Effective : 

25/07/2009 12 Name of Organisation - Making Meetings Effective Relax (as far as possible) Have your information ready Be sure of your facts Calmly state your feelings Keep to the point Acknowledge the other persons point of view Encourage joint solutions where possible Go for “Win – Win” Summarise the agreement Assertive Persuasion Don’t Give up too easily

Slide 13: 

25/07/2009 13 Name of Organisation - Making Meetings Effective

SIX THINKING HATS – De Bono (PARALLEL THINKING) : 

25/07/2009 14 SIX THINKING HATS – De Bono (PARALLEL THINKING) Name of Organisation - Making Meetings Effective

SIX THINKING HATS (PARALLEL THINKING) : 

25/07/2009 15 SIX THINKING HATS (PARALLEL THINKING) Separate thinking into six distinct styles, change your hat, change your way of thinking Explore each situation, and generate alternatives Promote the use of several different ways of thinking Replaces adversarial thinking (“This proposal won’t work – Yes it will”) with Parallel Thinking (Thinking along the same lines at the same time) Name of Organisation - Making Meetings Effective

Slide 16: 

25/07/2009 16 Name of Organisation - Making Meetings Effective Focuses on data available to you. Intuition, gut reaction, and emotion. Consider the bad points Positive thinking Creativity Controlling the process

Slide 17: 

25/07/2009 17 Name of Organisation - Making Meetings Effective Key benefits of the 6 Thinking Hats Process

Slide 18: 

25/07/2009 18 De Bono’s 6 Thinking Hats - The hat is concerned directly with data and information

Slide 19: 

25/07/2009 19 De Bono’s 6 Thinking Hats - The hat is concerned with feelings, emotions and intuition

Slide 20: 

25/07/2009 20 De Bono’s 6 Thinking Hats - The hat points out the weaknesses in our thinking

Slide 21: 

25/07/2009 21 De Bono’s 6 Thinking Hats - The hat looks for benefit and value. It also looks for feasibility.

Slide 22: 

25/07/2009 22 De Bono’s 6 Thinking Hats - The hat looks for benefit and value. It also looks for feasibility.

Slide 23: 

25/07/2009 23 De Bono’s 6 Thinking Hats - The hat is concerned with managing the process

Slide 24: 

25/07/2009 24 Name of Organisation - Making Meetings Effective Focuses on data available to you. Intuition, gut reaction, and emotion. Consider the bad points Positive thinking Creativity Controlling the process

Slide 25: 

25 Making Meetings Effective Stimulus Response Gather information Generate Options Select “Best” Option Take Decision Review Decision Adversarial Thinking v Parallel Thinking

Slide 26: 

26 Are your meetings illusions of progress? Do you cost meetings before calling them? Do you consider other ways of achieving the same thing? Does the meeting have a SMART purpose? Does the meeting have SMART agenda items? Do you genuinely prepare for meetings regardless of the role you play? When Chairing do you facilitate solutions by concentrating on process? Do you need to be there for the whole meeting? Do you “Think Win – Win” – habit 4 Do you “Seek first to understand then be understood” – habit 5 Do you listen or wait to speak? Do you listen with your ears AND your eyes? Aggressive, submissive or assertive – what behaviour do you tend to chose? Do you use questions to change behaviours or funnel information? Adversarial or Parallel thinking – what’s your choice? Do you action plan outcomes or “volume plan” minutes? Making Meetings Effective

Slide 27: 

25/07/2009 27 Name of Organisation - Making Meetings Effective Objectives for the Day To understand; the purpose of meetings the importance of decision making and decision taking the cost of ineffective meetings the roles of Chairperson, Minute Taker or Group Member the importance of assertive behaviour the importance of time management the importance of clear process

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