Special Report:

Success Tools For Meeting Management

By Dr. Tony Alessandra, Ph.D.

When deciding who to invite to a meeting, choose only those persons who have a reason to participate. Under no circumstances should someone be included simply because it's political or his "feelings might be hurt if not asked." Those attending should:

• have thorough knowledge of the meeting subject-matter and be ready and able to make a valuable contribution.
• have the power to make a decision.
• be responsible for implementing decisions or bringing a project to the next stage.
• represent a group that will be affected by decisions made at the meeting.

The size of the group should also be a factor when selecting participants. Although informational meeting do not require limits on attendees, consider the following size guidelines for other types of meeting:

• a meeting to identify a problem should be limited to 10
• problem-solving meetings are best accomplished with no more than 5 to 7
• training sessions should involve 15 - 20, less if hands-on instruction is part of the curricula.
  
• a meeting to identify a problem should be limited to 10
• problem-solving meetings are best accomplished with no more than 5 to 7
• training sessions should involve 15 - 20, less if hands-on instruction is part of the curricula.
  
• a meeting to identify a problem should be limited to 10
• problem-solving meetings are best accomplished with no more than 5 to 7
• training sessions should involve 15 - 20, less if hands-on instruction is part of the curricula.

Between 4 to 7 people is generally ideal for any meeting, 10 is tolerable and 12 is stretching the limit. Meetings tend to be more productive when the number of participants is low. In large group meetings, there is less opportunity for individuals to participate and consensus decision-making becomes extremely time consuming and frustrating.

Here are two ways a leader can pare down an attendee list:

1. Analyze the agenda to see if everyone needs to be present for each item. It might be possible to divide the agenda into two parts, so that some people need only stay for the first section and others can arrive for the second.
2. Consider whether two separate smaller meetings might be more appropriate. If a large group must be included to reach a decision-making goal, try to hold meetings of smaller subgroups, beforehand. After the subgroup has reached an agreement regarding the issue, a representative can attend the final decision-making meeting. Later, the representative can relay the final decision back to the first group.

In general, meetings with large numbers of attendees should be kept as short as possible to meet the objectives. Large meeting groups may need to implement formal procedures such as Robert's Rules of Order to ensure that each attendee has the chance to participate.

Setting the Time and Place for the Meeting

It is important to choose a time and place that enhances the meeting and its objectives. Poorly timed meetings can create resentment even before they begin and meetings held in hot, stuffy rooms sap energy from the participants. The three most common times for meetings are as follows:

• Noon -- This popular meeting time is disliked by some people because it interferes with their lunch. This can be partially compensated for by providing lunch.
• Mid-morning -- This is probably the most popular time for meetings as it gives participants time to gather their thoughts, take care of leftover work, and get departments started on the current day's assignments.
• Late afternoon -- Some people like to hold late afternoon meetings because they feel that the nearness of quitting time will pressure people to come to closure.

Most meeting leaders find that the mid-morning meetings are best for working meetings where it is important for participants to be at their best. Lunch and afternoons meetings are more appropriate for status and information exchange. Experience shows that Mondays and Fridays are the worst days to hold a meeting. The proximity to the weekend catches people at a time when they may not be fully engaged in work priorities.

The length of the meeting is also important. Most meetings should not last more than two hours. If they do, schedule a coffee break every 90 minutes so that people can stretch, call their offices, get refreshments, etc. This is the best way to ensure that longer meetings retain their effectiveness.

Managing the Meeting Energy Cycle

Meeting leaders who expect to have effective meetings must be aware of energy cycles. Meeting energy is affected by attention cycles, interest in topics, complexity of topics, the number of topics to be addressed, the scheduling of those topics and the level of participation of attendees. Every meeting has an energy cycle that can be managed and enhanced by a perceptive leader. Here's a guide for timing:

• The early part of the meeting tends to be more lively and creative than the end of it, so items requiring more imaginative ideas, mental energy and clear heads should be addressed early in the meeting. Any items of absolute priority should be first on the agenda, avoiding the possibility of getting stuck on low-payoff topics.
• In the absence of critical, high-priority items, one scheduling option is to address first those items that can be brought to closure quickly and easily, leaving the rest of the meeting for lengthier items.
• Consider reserving a controversial, high interest item till the end of the session. This way, useful work can be accomplished before the topic comes up. The high interest level in that item will keep attention from lagging.
• Items can be grouped in a way that allows people to cycle in and out of the meeting as they are needed. Changing the make-up of attendees automatically raises the energy level as fresh faces and new voices appear.
• If the meeting will be long with many agenda items, consider alternating working items with reporting items in order to avoid boredom.
• Try to find a unifying item to end the meeting. If any of the items on the agenda have been divisive, it's particularly important to bring the group back into harmony.

The primary consideration when choosing a room for a meeting will, of course, be the size of the group. The room should be quiet, well ventilated, and the appropriate temperature. As much as possible, it should be distraction free and comfortable. Also consider the ease of accessibility for the greatest number of people. The meeting location should offer conveniently located rest rooms, a water fountain, and telephones.

While it's true that many meetings waste a great deal of everyone's time and seem to be held for historical rather than practical reasons, it doesn't have to be true. There is great benefit to be gained from bringing people together in an environment that encourages them to share their ideas, feelings, opinions, and suggestions. END