Effective meetings are first based on clear line of sight to an end result, preferably something that can be documented. Yet all too often meeting purposes rely on determining WHAT the deliverable should be. Consequently, using meeting time to determine the meeting deliverable indicates unclear thinking and weak methodology. As a result, see the eight most common reasons or purposes and benefits and problems associated with each.
Eight Meeting Purposes
- Highly complex situations may require multiple subject matter experts. Frequently experts have their own vernacular or vocabulary, and a meeting is appropriate to homogenize understanding and agreement. Have you ever run a meeting with PhD engineers and creative marketing folks together? As a result, sometimes it sounds like they are from different planets. Carefully document operational definitions that arise during analysis sessions.
- Structured meetings or workshops provide an excellent means of building agreement around roles and responsibilities. Furthermore, when using the MG RUSH technique, you can leave the meeting with a consensually built GANTT chart, estimation of resource requirements, and approximation of budget needs. Because “Who Does What by When” captures the reason behind a planning session, focus on the actions first and then make the assignments.
- Since resources typically fall short of the demands, prioritization remains critical for high performance groups. As a result, no team has the time or resource to do everything. Consensual understanding around prioritization provides strong justification for hosting a meeting or workshop. Since items to be prioritized range from the simple to the complicated through the complex, identify your most appropriate tool before the meeting starts. Then, prepare a back-up approach as well.
- The reason that groups are smarter than the smartest person in the group is because groups create more options than simply aggregating the input of participants. Many of the best ideas did not walk into the meeting because they are created during the meeting, based on stimulation from others. Use SCAMPER, Thinking-Hats, or Changing Perspectives to drive more ideas, thus increasing your likelihood for innovation or breakthrough.
- By far and away the most common reason for meetings is also one of the worst possible reasons for justifying a meeting. With instant access and electronic filing cabinets, coming together face-to-face is a very expensive way to exchange information. A better justification would be to address questions about clarity, agreement, and omissions of related information or the impact the information ought have on the behavior of participants.
- Meetings can be effectively used to both reward, incentivize, and incite but usually on a large-scale that involve complimentary events or sessions that also involve learning and building teamwork. Therefore, anticipate using break-out sessions by creatively preparing activities appropriate for your audience and situational constraints. The quality of group output increases tremendously when you contrast and compare input from different teams.
- Probably the worst reason for holding a meeting is to convince other people to change their behavior. So consider the three primary forms of persuasion; namely identification (eg, advertising), internalization (ie, long-lasting), and forced-compliance (ie, “gun to the head”). Because meetings are sub-optimal with all three forms of persuasion, they rarely succeed at convincing others.
- Simply pulling together people face-to-face provides the glue that can pull people together and get them to work more cooperatively. Frequently venting, or managing conflict, can result in increased effectiveness. Therefore, the best time to invest in face-to-face meetings is when people don’t agree with each other and need to both reconcile their points of view and agree to move on.
For what other meeting purposes have you found yourself attending a meeting? What other meeting purposes do you think exist to justify a meeting? Send us your responses to this question and we’ll send you a small gift.
Finally, MG RUSH professional facilitation curriculum focuses on providing methodology. Each student thoroughly practices methodology and tools before class concludes. Some call this immersion. We call it the road to building impactful facilitation skills.
Become Part of the Solution While You Improve Your Facilitation, Leadership, and Methodology Skills
Take a class or forward this to someone who should. MG RUSH Professional Facilitation Training provides an excellent way to earn up to 40 SEUs from the Scrum Alliance, 40 PDUs from PMI, 40 CDUs from IIBA, and 3.2 CEUs. As a member of the International Association of Facilitators (IAF), our Professional Facilitation Training aligns with IAF Certification Principles and fully prepares alumni for their Certified Professional Facilitator designation.
Furthermore, our Professional Facilitation curriculum immerses students in the responsibilities and dynamics of an effective facilitator and methodologist. Because nobody is smarter than everybody, attend an MG RUSH Professional Facilitation, Leadership, and Methodology workshop offered around the world, see MG RUSH for a current schedule.
Go to the Facilitation Training Store to access our in-house resources. You will discover numerous annotated agendas, break timers, and templates. Finally, take a few seconds to buy us a cup of coffee and please click FORWARD to one of your associates.
In conclusion, we dare you to embrace the will, wisdom, and activities that amplify a facilitative leader.
- Taking Charge of Poorly Led Meetings When You are Not the Leader (mgrush.com/blog)
- Primary Types of Meetings and the Boundaries to Closely Manage (mgrush.com/blog)
- Leadership Style Depends on Source of Ideas & Solution Ownership (mgrush.com/blog)
- How to Build a Roles and Responsibility Matrix for Multiple Sites (mgrush.com/blog)