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	Good Meeting, Bad Meeting Working for a contractor in support of NASA and the Kennedy Space Center, makes going to meetings a big part of my job.  Unfortunate at times!  But regardless of what profession or location, the mere mention of the word “meeting” can bring out a dread … even a contorted look … oh, no!   And for good reason.  Who wants to spend a precious hour of our time listening to others proudly drone on and on … or participating in some wasteful bickering … or some planning that never leads to anything?  “Why are we here?”  Ever hear a co-worker belt out “I hate going to that meeting” ? But people don’t really hate meetings.  They hate bad meetings.  My experience is that people actually like good meetings. Good meetings are powerful in getting great results with others.  Knowing how to make them happen is a skill that not enough people possess ... especially our lovable leaders. Even non-work related situations – our daily interactions with people – can become more powerful when turned into a “good meeting”. It is not only the spiritualist who knows that, “where two or more are gathered … ”  can be the beginning of a powerful and effective experience. A while back, I found myself participating in a meeting at work concerning our contracts with NASA.   There is a process for identifying how NASA asks us to do new work.  Like many processes with the government, it can be very complex and frustrating at times.  A “process improvement” team was formed.   Phil started us out … over the first few meetings we talked about our purpose, actions, and much much more.  We talked about flowcharts, about meetings with Directors, and on and on and on.   Then at one meeting, Karen shocked us from our ramblings as she asked, “Haven’t we all been struggling with the cost input sheet?”  We had asked many questions before, but she asked a question that challenged us from our dullness.  Suddenly a focus came over us.  She knocked us in the eyes again, “Did you notice what Jim did on that facility modification proposal?”  A series of good things then took place. There was a lot going on in that comment that speaks to meeting effectiveness.  Karen turned that meeting from a bad meeting to a good meeting, and each of us can effect our professional and personal groups if we take Karen’s lead.  Here’s six things Karen did at that meeting: 1.      Leadership … the right person to be leading the meeting was Karen, not Phil.  She understood the over-arching goals of the group.  She had a vision of what we were doing.  She understood the significance of each person’s comment.  Because Karen approached the meeting in a win/win manner, she had a knack for pulling out a person’s good inputs from all the words that were flying around the room.   Part of the reason for this was that she actually likes people, is action oriented, and wants to get results (not always a combination!).   Phil was good at talking about certain things, maybe even an expert, but he wasn’t a leader.   Karen’s questions were successful for a reason. 2.      Preparation … the single most tangible thing a person can do to improve any meeting is the legwork that is required prior to the meeting.  Karen, being a skilled organizer, went out and talked with the meeting participants.  She wanted a jump on understanding what people really felt to be the key issue(s).  She didn’t do this to control or manipulate, but to begin the process of focus and cooperation.  Great meeting leaders talk to people, begin to find common ground and expectations … they make multiple contacts with people if needed to build enthusiasm.  They remind, anticipate, start to clarify and focus before the meeting.  A wise meeting leader can minimize a multitude of potential misunderstandings, conflicts and detours through preparation.   3.      Purpose of Meeting … Phil mis-read the needs of the group.  These people didn’t want a regular meeting with a report on “business”.  Karen read the group and situation correctly.  These were highly motivated people who wanted some solutions … they wanted a problem solved … and fast.  A skillful leader knows what meeting is required for each situation.  Choosing the right type of a meeting is another tangible step for a good meeting to take place.  Depending on the needs of the groups and the task, various kinds of meetings may be appropriate.  A brainstorming meeting is helpful for new ideas or to begin an endeavor.  Social meetings help where relationships and cooperation are key.  Most people want action meetings to decide what we are doing, who is doing it, and when it needs to be done … plain and simple.  Sometimes a problem solving meeting is needed.   And there is always management status/reporting to be done.  Personally, the management status/reporting meetings are the most frustrating.  Why do upper managers undertake problem solving and seem oblivious to their underlings’ inputs during a final presentation?  Poor management ahead of time.  Mixed purposes lead to mixed results and uninspired people. 4.      Constant framing … each and every participant in a meeting has the responsibility to gently keep meetings on track and productive.   Here’s an analogy.  Imagine wanting to show a friend your prize cow.  First you must take them to the farm, then to the barn, then to the stall, and then to the trough.  People need constant framing.  People need to see the big picture before the finishing touch of details.  Discussion constantly needs to be put in the context of the agenda, the flow of discussion, the specific action mentioned.  The inability to summarize is a common shortcoming of meeting leaders.  Words like “We have 20 minutes to go and I think we agreed to a picnic in June” may be just the right framing required to break up a log jam of a discussion.  In our meeting, Karen chose her words smartly. 5.      Specifics … all people in all types of groups benefit from clarity.  What is being done, who is doing it, and when … these are universal key questions.  Overly elaborate and wordy versions of minutes or e-mails don’t work.  Actions that are simple, concise, and few add power to any group.   Complexity may be required for some situations … but often it’s a sign of someone’s self-importance.   Great leaders keep it simple and specific. 6.      Follow up  … is critical.  If you want to destroy your group and your own credibility, then don’t follow up.  Karen won a major victory for our group by following up on a few suggestions.  She incorporated comments of several people.  Meetings that are ill-purposed often lead to poor follow-up and the failure of the effort.  Following up is an investment in your next meeting’s success.  Following up is a team building process.  Brag about the actions and contributions of others. Whether in our personal lives, volunteer work, or professional groups … conducting effective meetings is key to the success of our undertakings. There is a power in this truth. Contact for free newsletter !!! Return To Main Page