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October 24, 2001 Volume 1, Issue 43
 
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First Aid for Painful Meetings

by

The foundation of any team meeting is its agenda. A crisply focused agenda can make the difference between a long, painful affair and finishing early. If you're the meeting organizer, develop and manage the agenda for maximum effectiveness.

As the hour wore on, Geoff began to wonder why this meeting, too, had gone so wrong. Here they were, plowing over well-plowed ground yet again. With just ten minutes left in the hour, they still hadn't started talking about the Release Team's findings. Frustration was rising. Geoff wondered if perhaps this team just couldn't work together.

Have you ever been here?

To help your team achieve its potential, make meeting agendas crisp and focused. A solid, agreed-upon agenda gives your team a better chance to prepare, to stay on track and to maintain focus. Here are eight tips for improving agendas and how you manage them.

Circulate a draft agenda in advance
Working on a puzzleDraft an agenda and circulate it in advance. Because you probably aren't omniscient, ask attendees for their contributions. This builds ownership of the agenda by the team. Allocate time for each item. If you don't, how will you know if you're running late? Include a Draft "Not-Agenda" — topics that are off limits for this meeting.
First agenda item: review the agenda
Reviewing the agenda smokes out confusion, and helps solidify consensus about the agenda. With everyone on board, it's easier to manage digressions.
Allocate time for puzzles
Usually, we're reluctant to admit that we don't know everything. Time for puzzles gives people permission to surface confusions early, and helps avoid major problems later.
Limit in-meeting handouts
Circulating handouts during meetings wastes time. Often we have too much to read, and too little chance to digest it. Limit each handout to one side of one page. Circulate longer reports in advance by email.
No routine announcements
To help your team
achieve its potential,
make meeting agendas
crisp and focused
Shift routine FYI's, such as status reports, to prior-to-the-meeting email. Reserve meeting time for delicate or complex announcements, and for issues that require discussion.
Designate Someone as a Digression Detector
The Designated Digression Detector (DDD) signals a possible digression in a fun or humorous way — a bicycle horn, a New Year's noisemaker, whatever. On the signal, the meeting stops to decide if a digression has occurred, and whether to adjust the agenda, or make a note for a future meeting, or adjourn until further information is available.
Look in the rear-view mirror
Circulate the as-executed agenda as part of the minutes. By comparing the as-executed agenda to the pre-meeting agenda, you might be able to find ways to improve your agenda-creation process.
Learn from digressions
Use the notes of the DDD to develop future draft agendas. If an item repeatedly appears in the Digressions List, consider doing something proactive — apparently the team really wants to discuss the topic. That's valuable information, even if a discussion of the topic itself isn't really appropriate.

For more on agendas, see "An Agenda for Agendas," Point Lookout for May 25, 2005; and "Have a Program, Not Just an Agenda," Point Lookout for May 9, 2007. Go to top Top  Next issue: When You're Scared to Tell the Truth  Next Issue
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Order from AmazonThere are lots of good references on running meetings and forming agendas, especially Michael Doyle and David Straus, How to Make Meetings Work: The new interaction method, Berkley Books, 1993. Order from Amazon.com.

101 Tips for Effective MeetingsDo you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!

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Forthcoming Issues of Point Lookout

Langston Hughes, poet and leader of the Harlem RenaissanceComing September 2: That Was a Yes-or-No Question: Part II
When, in the presence of others, someone asks you "a simple yes or no" question, beware. Chances are that you're confronting a trap. Here's Part II of a set of suggestions for dealing with the yes-or-no trap. Available here and by RSS on September 2.
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When members of teams or groups hold back their efforts toward achieving group goals, schedule and budget problems can arise, along with frustration and destructive intra-group conflict. What causes this behavior? Available here and by RSS on September 9.

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Most Ten Project Management Fallaciesof what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's an upcoming date for this program:

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On 14The Race to the South Pole: The Organizational Politics of Risk Management December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in risk management, its application to organizational efforts, and how workplace politics enters the mix. A fascinating and refreshing look at risk management from the vantage point of history and workplace politics. Read more about this program. Here's an upcoming date for this program:

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TeamsTeam Development for Leaders at work are often teams in name only — they're actually just groups. True teams are able to achieve much higher levels of performance than groups can. In this program, Rick Brenner shows team leads and team sponsors the techniques they need to form their groups into teams, and once they are teams, how to keep them there. Read more about this program. Here's an upcoming date for this program:

How to Spot a Troubled Project Before the Trouble StartsLearn how to spot troubled projects before they get out of control.
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