{"id":13289,"count":32,"description":"

<\/a>Two Types of Meeting Agendas<\/h1>\r\nNo group wants their leader to ask them HOW they want to proceed. They need a meeting leader prepared with the right meeting agendas and tools who will tell them HOW TO proceed, keep them focused on the right questions, and explain how their responses support the deliverable (getting DONE).\r\n\r\nSuccessful meetings demand a clear purpose (beginning), a meaningful Meeting Approach<\/em> (middle), and a consensual review and wrap (end). Unfortunately, throwing together a Basic<\/em> Agenda<\/em> and then relying on your speaking skills and charm may let you skate by as a person, but do not qualify as exhibiting competent meeting leadership skills. Professionals require a fully Annotated Agenda<\/em> to supplement the Basic Agenda<\/em>.\r\n
NOTE: Here\u2019s why most people would rather attend a movie than a meeting: even a lousy movie has a beginning, a middle, and an end.<\/h6>\r\nThese Best Practices articles on structuring meetings describe how to build two complimentary types of agenda. A Basic Agenda<\/em>, which simply lists the Agenda Step<\/em>s (collection of topics to be covered) and is used by participants to track progress, and a detailed Annotated Agenda<\/em>, which describes in detail HOW the facilitator will lead their group to get DONE. The Basic Agenda<\/em> is a simple list, usually six to eighteen items. The Annotated Agenda,<\/em> a playscript for the facilitator, may run 20 pages or more for a lengthy workshop. For example, the annotation support for the Planning Approach<\/em> in this book runs around fifty pages.\r\n\r\nEach Annotated Agenda<\/em> includes a Basic Agenda,<\/em> but more closely resembles a playscript because it details and explains the Tools<\/em> used during each Agenda Step. <\/em>Each Tool<\/em> uses procedures that a meeting facilitator unveils at appropriate times as discrete activities, questions, tasks, and visual prompts.\r\n
    \r\n \t
  • By using Tools<\/em>, each Agenda Step<\/em> delivers its own deliverable such as prioritized criteria or a decision or assignments, etc.<\/li>\r\n \t
  • Tools<\/em> are determined by the type of question or deliverable each Agenda Step<\/em><\/li>\r\n \t
  • Some Tools<\/em> require other Tools<\/em>. For example, the PowerBalls <\/em>(pg xxx) might rely on Definition <\/em>(pg xxx) and Bookend Rhetoric <\/em>(pg xxx) to deliver a clear set of priorities.<\/li>\r\n<\/ul>\r\n

    Start with the End in Mind<\/h2>\r\nLeadership consciousness begins by knowing what the end looks like. Yet, describing the end of a successful meeting is not enough. The name for each Agenda Step<\/em> needs to describe its result or deliverable. Remember, the objective for each Agenda Step<\/em> is an object, and that is a noun. You cannot deliver up a verb. Agenda Steps<\/em> are best described by \u201cWhat does DONE look like?\u201d\r\n\r\nDescribe your Basic Agenda Steps<\/em> with nouns because verbs like 'identify' and 'define' add little value. Verbs are work. Verbs only help facilitators who need to know what they are going to do. So put the verbs (and everything else but \u2018the kitchen sink\u2019) in your Annotated Agenda<\/em> and spare your participants the burden of doing your work. They simply want to get DONE.\r\n

    THREE PHASES OF ALL MEETING AGENDAS<\/h2>\r\nMeetings and workshops should have . . .\r\n
      \r\n \t
    1. A beginning,<\/li>\r\n \t
    2. A middle, and<\/li>\r\n \t
    3. 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