1 HO How To Run A Meeting

How to Run
a Meeting
First and Foremost
 Is this meeting necessary?
 Does it have a purpose or goal? -> if not, skip it
 Is there an agenda? -> if not, productivity is unlikely
 Will the appropriate people be present?
 If not, decisions may be deferred, and it will take
time to update key individuals on what they
missed
 Could this be covered by memo or e-mail?
 Always ask:
 Is a meeting the best way to handle this?
 What would be the likely consequences of not

holding this meeting?
Reasons to Hold a Meeting
1. The interaction of opinions is necessary

to create an idea, plan or project
2. Group dynamics are essential to the
accomplishment of the purpose
3. Time restrictions limit other options
4. The subject is sufficiently complex as to
require interaction and explanation
5. The boss/chair/organization says to hold
a meeting
Main Functions of Meetings
Jay, A. Harv Bus Rev 54:43, 1976
 #1 - The meeting defines the team. Those

present belong, those absent do not.
 #2 - The meeting is where the group revises,
updates, and adds to what it knows as a group.
 #3 - The meeting helps each individual
understand the collective aim of the group, and
the way in which his/her own and others’ work
can contribute to the group’s success.
Main Functions of Meetings
 #4 - The meeting creates in all present a

commitment to the decisions it makes and the
objectives it pursues.
 [Real opposition to a decision usually consists of 1
part disagreement with the decision, to 9 parts
resentment at not having been consulted before the
decision.]
 #5 – A meeting may be the only occasion where
the group actually exists and works as a group,
and the supervisor is actually perceived as the
leader of the team.
Common Problems and Solutions
Problem Solutions
 Prepare and distribute agenda
well in advance
 Participants don’t
show up, or  Distribute background data
and information before the
 Participants show up meeting
cold and unprepared  Make “assignments” to do
to address the issues/ research and compile data, or
topics… it bogs down even just think about an issue
the meeting.  This creates “active worriers”
ready to participate
Meeting Room Arrangements
Shoop BL, IEEE.
X
• Theater Style
– Leader has great power by position.
– Participation and interruption by
audience is limited.
X
• U-Shaped Style
– Equality of membership.
– No doubt of who the leader is.
– Good visibility for visual aids.
• Circle Style
– Democratic: equality is stressed.
– Great visibility by participants.
– Obvious body language.
– Excellent participation.
Managing the Meeting
 START ON TIME, consistently.
 Sends the message that time is valuable
 Do NOT, regardless of the status of a late

member, recap the discussion s/he missed;
this rewards being late
 “On-time culture” tricks
 Differentiate those who are responsibly

absent (have indicated absence in advance)
from those who have just not shown up
 Introduce attendees, if not already known
Member Roles: The Chair
 Prepare for the meeting.
 Appoint secretary/minute taker if not apparent.
 Conduct and control the meeting:
 Watch timing or assign someone to this
 Ensure that all have an equal opportunity to speak
 Adjudicate when and as necessary
 Effect compromise on occasion
 Close each item
 Ensure action is clear
 By whom and by when
 Check that the minutes are produced accurately and in
timely manner
Members in General
 People often react to other people - not to their ideas.
 Chair must stress that effectiveness may require
disregard for personal or departmental allegiances.
 Self perception: some see themselves as the elder
statesman, the joker, or the voice of reason.
Group Building Roles

The Initiator Suggests new/different ideas/approaches
The Opinion Giver States pertinent beliefs about the

discussion or others' suggestions
The Elaborator Builds on suggestions made by others
Members in General – Supportive
Maintenance Roles
The Tension Uses humor or calls for a break at appropriate
Reliever moments
The Compromiser Willing to yield when necessary for progress
The Clarifier Offers rationales, probes for meaning, restates

problems
The Tester Raises questions to test if group is ready to come to a
decision
The Summarizer Tries to pull discussion together, reviews progress so
far
The Harmonizer Mediates differences of opinion, reconciles points of
view
The Encourager Praises and supports others in their contributions
The Gate Keeper Keeps communications open, creates opportunities for

participation
Member Stereotypes
Stereotypes You May Expect to Find in a Group
The Talks continually, rarely on the topic, has little to
Chatterbox contribute
The Sleeper Uninterested in the proceedings, some can sleep
with eyes open!
The Destroyer Crushes any and every idea, can always find
something wrong
The Makes worthwhile contributions, ideas are well
Rationalist thought-out
The Trapper Waits for opportune moment to show error has
been made – likes to trap the Chair
The Know-All Tries to monopolize, but can have good ideas
The Thinker Shy and slow to come forward, but is a great asset
Based on Sadler and Tucker. Common Ground. South Melbourne, Macmillan, 1981. pg. 82.
The Leader’s Duties
 Control the garrulous

 Draw out the silent (whether diffident or hostile)
 Protect the weak
 Encourage the clash of ideas
 Watch out for the suggestion-squashing reflex
(suggestions are easy to ridicule)
 Come to the most senior people last
 Close on a note of achievement
Ending the Meeting
 Spend 5-10 minutes summarizing key
decisions/next steps
 Invite a volunteer to fill in absent members so
they will be up to speed, and also feel their
absence was noted and their presence/thinking
is valued
 End on time
 Shows respect for attendees
 Nobody ever complains about ending on time
 Try meeting just before lunch or before end of day
Common Problems and Solutions
Problem Solutions
 Promptly prepare and distribute the
 Nothing that we Meeting Report (minutes) with
highlighted action items
agreed to do in the
Be sure each action item is clearly
meeting ever “gets 
tasked (who, what, and by when)

done”.
 Monitor activities, progress and issue
reminders
 Re-assign incomplete tasks to
“doers”
The Importance of Minutes
 How essential was the meeting if it’s not

worth recording?
 Minutes will bring non-attendees up to speed,
and remind attendees of directions taken
 Good way to remind people of their
assignments (action items)
 Marking attendees (and those excused and/or
absent) is a gentle nudge
 Include time/location of next meeting
Minutes vs. Action Notes
 Action Notes may be more effective

than minutes (or good supplement to
same)
 Can and should be distributed promptly
 Used to highlight future action rather
than past debate
 Don’t record all the narrative, but record
decisions and action items/tasks
Sources and Bibliography
 Jay A. How to run a meeting. Harvard Business Review
54(2):43-57, 1976
 Shoop BL. How to run an effective meeting.
www.ieee.org/organizations/rab/scs/Officer-
Training/Presentations/Effective_Meetings.ppt
 White C. Center for Participatory Change.
www.cpcwnc.org/Toolbox/tbxmeeting.html
 Making Meetings More effective.
https://uhr.rutgers.edu/profdev/
 Craumer M. The effective meeting: a checklist for success.
Harv Management Commun Lett 4:1-3, 2001
 Ribbink K. Run a meeting to fast-track your career. Harv
Management Commun Lett 5:3-4, 2002
 www.meetingwizard.com - online meeting invite/scheduler
 www.effectivemeetings.com

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How to Run

 What would be the likely consequences of not

1. The interaction of opinions is necessary

 #1 - The meeting defines the team. Those

 #4 - The meeting creates in all present a

 Do NOT, regardless of the status of a late

 Differentiate those who are responsibly

Group Building Roles

The Opinion Giver States pertinent beliefs about the

The Clarifier Offers rationales, probes for meaning, restates

The Gate Keeper Keeps communications open, creates opportunities for

 Control the garrulous

tasked (who, what, and by when)

 How essential was the meeting if it’s not

 Action Notes may be more effective

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