NRCA Summit 2007
Meetings That Actually Work!
Presented by:
Ramona M. Hill
Workshops Etc! Inc.
www.workshopsetcinc.com
Meeting Training.ppt
Did you attend this meeting?
What made you feel this way?
Or, what are some problems with meetings?
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What’s Wrong With Meetings?
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Or, did you attend this meeting?
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Characteristics of Best You’ve Seen
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Session Focus
 Techniques and strategies to make your
board meetings more efficient and effective.
Many potential members are becoming
more concerned about how meetings are
managed and “how much time this will
take.”
 To obtain a copy of the entire presentation, please visit
www.workshopsetcinc.com.
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Contents
 What’s wrong with meetings?
 The best you’ve seen is……….
 Before……
 During……
 After …….
 Afterthoughts
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Meeting Statistics
 _____% of attendees not satisfied with their role
or decisions reached
 Agendas are covered only _____ of the time
 Meetings last _____ longer than scheduled time
 Less than ______ of meeting leaders use aids
 ______ of managers’ time spent in meetings
(Creighton & Creighton)
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Source (1-4): 3M Visual Systems
Meeting Statistics
 30% of attendees not satisfied with their role or
decisions reached
 Agendas are covered only 50% of the time
 Meetings last 25% longer than scheduled time
 Less than 50% of meeting leaders use presentation
aids
 75 - 90% of management's time spent in meetings
(Creighton & Creighton)
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Source (1-4): 3M Visual Systems
The Purpose of Meetings
Plan
Act
Do
Check
Coordination
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Planning a Meeting
 Is a meeting really needed?
 What is the meetings purpose
– Two types of meetings - Informational
(Advise/update, Sell) & Decision Making (Goal Setting,
Problem Solving)
 Who should attend?
 Is it worth the cost?
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Effective Meeting Cycle
P…….
D……
C…..
A…..
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Before the Meeting (PLAN)
 …. Meeting date, time and location
 …. Mail/email “homework” yes or no
 …. Meeting Agenda
 …. Consent Agenda???
 ….
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Consent Agenda
 What is a “Consent Agenda”?
– A bundle of items that is voted on, without
discussion, as a package.
– Differentiates between routine matters not
needing explanation and more complex issues
needing examination.
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Consent Agenda
 Requires discipline to implement
 BEFORE THE MEETING
– Set meeting agenda
– Distribute materials in advance
– Read materials in advance
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Consent Agenda
 Requires discipline to implement
 AT THE MEETING
– Introduce the consent agenda
– Remove an item from if requested
– Approve the consent agenda
– Document acceptance of consent agenda
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During the Meeting (DO/CHECK)
 ….
 ….
 ….
 ….
 ….
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Doing Meetings
 Begin on time
 Welcome everyone
 State the purpose for the meeting
 Review ground rules
 Review the agenda
 Review minutes (if appropriate)
 Status action items
 Initiate discussion of agenda item #1
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DO Create an Action Plan
 Who does what by
when
 Blueprint for executing
the solution
 Ties up loose ends
 Ensures tangible results
 Increase group
ownership through
participation
Responsibility
Action
Timing
Who
What
When
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Checking for Results
 Compare your meeting results with your
original goal
 Evaluate meeting
 Circulate meeting notes in a timely fashion
 Follow-up on assignments quickly
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After the Meeting (ACT)
 ….
 ….
 ….
 ….
 ….
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Acting
 Incorporate what was discovered while
checking into next meeting
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Effective Meeting Cycle
Plan
 Objectives and
Agenda
Determined
 Content AND
Process Planned
 Determine
Appropriate
Players
Do
 Carry out the
 Debrief
agenda
immediately
 Ensure all
 Publish minutes
resources
contribute
 Bring to closure
with next steps,
accountability &
timetables
 Roles and
Responsibilities
Defined
Check
 Benefits &
Act
 Begin
incorporating
needed changes for
your next meeting
 Follow-up on next
steps & Action
Plan
 Incorporate
Benefits &
Concerns in next
meeting plan
concerns
 Key Contributors
Prepositioned
 Logistics Arranged
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Remember
Good Meetings Are Managed Events
- They Don’t Just Happen
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Afterthoughts
 A meeting without some laughter or smiles is a meeting with bad news







or bad leadership
When the meeting leader does all the talking, the attendees probably
aren’t listening
When the meeting discussion gets off track, the real issues are
probably not on the table
A meeting that goes on and on gets less and less done
Those who talk the most often say the least
The important minutes at a meeting are not the ones taken by the
scribe, but the minutes on the clock
People who listen the most learn the most
Meetings lead to more meetings
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Source: Dr Edward Wakin (Fordham University)
Workshop Resources
 The Consent Agenda: A Tool for Improving Governance.
BoardSource White Paper
 How to Hold Successful Meetings: 30 Action Tips for
Managing Effective Meetings (30-Minute Solutions Series)
(Paperback) by Paul R. Timm
 The Facilitator’s Pocketbook. John Townsend and Paul
Donovan
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Workshops, Etc!, Inc.
 Specializes in designing and implementing customized workshops for
your organization
 Provides meeting facilitation; group process design and development;
parliamentary procedure; and, strategic planning services.
 Professional affiliations/certifications include: Society for Human
Resources Management; American Society for Training and
Development; National Speakers Association; National Association of
Parliamentarians; Certified Trainer of Adult Trainers; Master Trainer
 Contact Information
Ramona Marsalis-Hill, Certified Trainer/Facilitator
P O Box 3079 * Daphne, AL 36526
Phone: 1-888-844-4ETC
www.workshopsetcinc.com
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