JP: As a leader, your job is to prepare and facilitate so the attendees can engage, participate and take action. Your level of preparation is proportional to the quality of outcome.
Begin the meeting or set of meetings with discipline and high expectations. Take charge, but be adaptable.
Never allow the “What did I miss?” comments or tangent-takers to take control. It will lead to the downfall of all future meetings. (Try the “pass the pad” method shown here.
END early. It’s OK! Move through items quickly. If a decision is made, don’t keep talking around it and find ways to second guess yourself because the meeting has more time left.
AB: What are “suckification reduction devices” and why do leaders need to understand them?
JP: They are quick fixes that are easily understood and implemented. No lengthy discussion or teaching points – get in, get it done, get out.
Meetings make changes and changes are critical to move forward. So get out of the conference room and go make it happen.
AB:If you’re a leader and a meeting is running long, what should you do?
JP: STOP ignoring it. Often times we carry on as if nothing happened, which causes a ripple effect in the time continuum of meetings.
When you have less than 10 minutes to go:
Identify where you are in the agenda.
Decide immediately what decisions can be made on remaining items. Never leave major talking points at the end of the agenda.
Determine what can be forwarded for required reading and response.
Confirm the action items such as who, what and by when.
Do everything possible to not schedule another meeting on these same items.
END on time!
AB: How can you get the windbag in a meeting to shut up and also encourage the quieter members to speak up?
JP: It can be a challenge, but write a name next to each item on the agenda and set a time limit for speakers. You can also use the “parking lot” technique shown in this video.
Make sure you don’t reject or put down the windbag, because this only leads to much bigger problems. Handle them diligently and with professional tact. In extreme environments, use the “whoever has the stick talks” and don’t allow interruptions.
As a leader, if you’re not gaining an interactive response, than ask for it. “What do you think about the change, Nancy?” Actively call on different people throughout the session. It’s a sure-fire way to get people to speak up initially and help them learn they may be called upon anytime for feedback or ideas.
AB:How can leaders know if they’re the ones that are talking too much and how do they stop such a habit?
JP: This typically happens in “information sharing” meetings in which you (read more here)
) - See more at: http://quickbase.intuit.com/blog/2013/07/29/interview-how-leaders-can-ensure-meetings-dont-suck/#sthash.6azN4HdO.dpuf