{"id":13158,"date":"2021-10-12T07:00:47","date_gmt":"2021-10-12T11:00:47","guid":{"rendered":"https:\/\/mgrush.com\/blog\/?p=13158"},"modified":"2026-04-21T12:57:44","modified_gmt":"2026-04-21T16:57:44","slug":"meeting-preparation","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/meeting-preparation\/","title":{"rendered":"Meeting Preparation \u2013 How to Quickly Prepare Meetings for Results"},"content":{"rendered":"

Activities and Basic Agenda<\/em> Approach for Meeting Preparation<\/span><\/h2>\n

In an ideal world, you have ample time for meeting preparation. But in the real world, you’re swamped. Too much work, too many meetings, not enough time. What you need is a quick reference for building your agenda steps, and that’s what we’ve provided below, along with some additional scripting that supports facilitation training.<\/span><\/p>\n

Optimally, you also have time to get your participants prepared. So, we\u2019ve added some bonus material on conversational questions you might use for your meeting preparation. Chapter references below are from the new facilitator\u2019s guide, \u201cMeetings That Get Results.\u201d<\/a><\/span><\/p>\n

<\/a>Quick Reference Guidelines: Nine Activities for Your Meeting Preparation<\/span><\/h3>\n

Use the following guidelines for every significant meeting<\/a> you lead. Below you’ll find the requisite Introductory<\/em><\/a> and Wrap<\/em><\/a> activities to lead these meetings.<\/span><\/p>\n

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  1. Codify the purpose and scope<\/strong> of the meeting: What project or product are you supporting? Stipulate what the project or product is worth in currency and FTP (full-time person): Why is it important? How much money or time is at risk if we fail?<\/span><\/li>\n
  2. Articulate the deliverables<\/strong>: What specific content represents the output of the meeting and satisfies what DONE looks like? What is your analogy for explaining it? Who will use it after the meeting?<\/span><\/li>\n
  3. Identify known and unknown information:<\/strong> What are the goals and objectives of the organization, business unit, department, program, product, or project? What information is needed to support activities that will fill the gaps?<\/span><\/li>\n
  4. Draft Basic<\/em> Agenda <\/em>Steps:<\/strong> Compose a series of steps from experience or other proven approaches that would be used by experts to build the plan<\/a>, make the decision<\/a>, solve the problem<\/a>, or develop the information and consensus necessary to complete your deliverable and get DONE. See \u201cMeetings That Get Results\u201d<\/a> for frequently used agendas.<\/span><\/li>\n<\/ol>\n

    —Gestation—<\/span><\/h4>\n

    \"Nine<\/a><\/p>\n

    When possible, sleep on it. Go back and review your meeting purpose, scope, deliverables, and Basic Agenda<\/em> to ensure it will yield the deliverables you need to get DONE.<\/span><\/strong><\/span><\/h3>\n
      \n
    1. Review Basic<\/em> Agenda <\/em><\/strong>for logical flow: Walk through the Agenda Steps<\/em> with someone else to confirm that they will produce the desired results. Link your analogy to each of the Agenda Steps<\/em>. Rehearse your explanation of the white space, why the steps exist, how they relate to each other, and how they support the deliverable to get DONE.<\/span><\/li>\n
    2. Identify meeting participants:<\/strong> Determine the optimal subject matter expertise you require, the meeting participants<\/a> who can provide the information required or both. Share the meeting purpose, scope, deliverables, and Basic Agenda<\/em> and invite them to the meeting.<\/span><\/li>\n
    3. Detail the procedures<\/strong> to capture the information required: Gather and assemble specific questions that need to be addressed. Time permitting, consider including questions for which subject matter experts are also seeking answers. Sequence the questions optimally. Build yourself an Annotated Agenda<\/em> that focuses on the appropriate Tools<\/em>, methods, and activities to produce the information for each agenda step.<\/span><\/li>\n
    4. Perform a walk-through <\/strong>with business experts, executive sponsors, project team members, and anyone else who will listen to you (grandmothers are good for this and you might get a delicious, home-cooked meal).<\/span><\/li>\n
    5. Refine:<\/strong> Make changes suggested or developed from your walk-through, edit your final Annotated Agenda<\/em>, firm up your artifacts, fill out your glossary, complete your slides, distribute your handouts, and rehearse.<\/span><\/li>\n<\/ol>\n

      <\/a>Quick Reference: Basic Agenda<\/em> Framework<\/span><\/h3>\n

      Use this Launch<\/em><\/a> and Wrap<\/em><\/a> for every meeting\u2014whether your meeting lasts 50 minutes or multiple days.[1]<\/sup><\/a><\/span><\/p>\n

      Launch or Introduction<\/a> (chapter 5):\u00a0<\/strong><\/span><\/h4>\n
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      1. Introduce yourself: stress neutrality, meeting roles, and quantify the impact.<\/span><\/li>\n
      2. State the meeting purpose and get an agreement.<\/span><\/li>\n
      3. Confirm the meeting scope and get an agreement.<\/span><\/li>\n
      4. Show the meeting deliverables and get an agreement.<\/span><\/li>\n
      5. Cover the \u201cadministrivia\u201d (for example, safety moment); have the attendees introduce themselves.<\/span><\/li>\n
      6. Walk through the meeting agenda (preferably using an analogy).<\/span><\/li>\n
      7. Explain the Ground Rules<\/em><\/a> (Chapter 4), emphasizing duty (fiduciary responsibility<\/a>).<\/span><\/li>\n<\/ol>\n

        Middle Agenda Steps\u00a0<\/span>(Chapters 6, 7, and 8)<\/span>:\u00a0<\/span><\/h4>\n

        Insert an Annotated Agenda that details activities and procedures for each Agenda Step and include:<\/em><\/span><\/p>\n