凯捷-有效会议管理

EffectiveMeetingManagementGoalsofthismoduleTodiscussmeetingmanagementconceptsandrolesplayedbyworkteammemberstoensureeffectivemeetingoutcomes

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andtechniquesofeffectivemeetingmanagementTounderstandoneofourcriticaldifferentiatorsindeliveringtoclients©2004Capgemini-AllrightsreservedRegardlessofyourrole,youarejudgedonhowyouhandleameetingTimeManagement?Managerial/LeadershipSkills?ExecutivePresence?ProblemSolvingCapabilities?WeparticipateinalltypesofmeetingsKick-offProjectcoordinationProgrammeupdateClose-outBriefingCoachingMobilisationeventsBrainstormingsessionsSteeringgroupmeetingPerformancereviewDecisionmakingValidationGatheringinformationSalesmeeting…Dependingontheobjectives,meetingrequiretherightamountofpresentationandfacilitationskillsSource: HowtoLeadWorkTeams:FacilitationSkills,FranRees.Lecture/PresentationFacilitatingPresenting80%20%80%20%50%50%DecisionmakingProblem-solvingBrainstormingOne-wayinformationsharingTwo-waysinformationsharingMobilisationMeetingRoles©2004Capgemini-AllrightsreservedAminimumofthreerolesisrequiredtorunasuccessfulmeetingAdditionalrolescanbeassignedTimeKeeperExpertsDecisionMakerObserver“BadGuy”…RESOURCESFACILITATORLEADERMeetingroles:Leader“Owns”themeeting–setstheobjectivesDeterminestheparticipantsProvidessupport,information,andresourcesSetsthetoneEncouragescreativityMakesdecisionsDemandseriouspreparation,attention,andeffortSethigh,butreasonableandachievableexpectationsSpeakintermsof“we”insteadof“I”MaketheteamrealizethatthetaskisimportantThemeetingleaderownsthecontentandoutputofthemeetingThemeetingleaderisgenerallythepersonwhowantstoknow“theanswer”SetstheobjectivesofthemeetingAgreesattendeesProvidessupport,informationandresourcesAssignsaccountabilities(A’s)ifnecessarySetsthetoneEncouragescreativityMakesdecisionsSometimestheleaderandthefacilitatorarethesameperson…butitrequiresmorerigorousfacilitation©2004Capgemini-AllrightsreservedMeetingleader'sbehaviour:setsthetoneDemandseriouspreparation,attention,andeffortSethigh–butreasonable,achievableexpectationsSpeakintermsof“we”insteadof“I”MaketheteamrealisethatthetaskisimportantMeetingroles:FacilitatorGuidestheprocessMakeit“safe”foreveryonetoparticipateRecordsgroupideasanddecisionsMonitorstimecontractBringsteambackon-trackwhenneededHelpsheadlineandclarifyideasAidsteamperformanceProvidesfeedbackThefacilitatorownsthemeetingPROCESSAdherencetogroundrulesAdherencetoagendaespeciallytimingsHarnessesgroupactivityTargetingquietmembersoftheteamCalmingextrovertmembersoftheteamEnsuringfullparticipationfromallmembersMakesit“safe”foreveryonetoparticipateRecordsanyissues(e.g.CarPark),ideasanddecisionsThefacilitatorisgenerallyresponsibleforthesmoothrunningofthemeetingThefacilitatorshouldnotcontributetocontent©2004Capgemini-AllrightsreservedFacilitator'sbehaviour:makethemeetingsuccessfulGuidestheprocessMakeit“safe”foreveryonetoparticipateRecordsgroupideasanddecisionsMonitorstimecontractBringsteambackon-trackwhenneededHelpsheadlineandclarifyideasAidsteamperformanceProvidesfeedbackMeetingroles:Resource/TeammemberGeneratesideasandrecommendationsAdherestotheagendaPracticesgoodmeetingbehavioursCompletesassignedtasksParticipatesactivelyTheteammembers/resourcingareresponsibleforcontributingpositivelyComepreparedwithanyinformation/datathatmayberequired,havedonebackgroundresearchasnecessary

(gettingtherelevantinputfromotherse.g.theirdirectreports)ActivelylistenGenerateideasandrecommendationsNo“freeloading”orsittinginthebackgroundthinkingofotherissuesRaiseconcernsconstructivelyNowingingsessionsAdherestotheagendaandsticktoitCompleteassignedtasksParticipateactivelyPractisegoodmeetingbehavioursTeammembersaregenerallyaselectionofpeoplewhohavebeenpositivelyidentifiedashavingknowledgetoinputtoameeting©2004Capgemini-AllrightsreservedStepstoEffectiveMeetingManagement©2004Capgemini-AllrightsreservedStepstoaneffectivemeetingPlanDoReviewThemajorityofprojecttimeshouldbespentinthe“plan”and“review”activitiesMeetingPreparationPLANConductMeetingDOMeetingFollow-UpREVIEWObjectivesandagendadeterminedContentANDprocessplannedDetermineappropriateplayersRolesandresponsibilitiesdefinedKeycontributorspre-positionedLogisticsarrangedAnypotentialbarriers/personality/agendaclashesidentifiedCarryouttheagendaEnsureallparticipantscontributeandrecordgroupthinkingPracticegoodmeetingbehaviourBringtoclosurewithnextsteps,accountabilitiesandtimetablesBenefitsandconcernsBringdiariesDebriefimmediatelyandevaluateeffectivenessCompareyourmeetingresultswithyouragendaandobjective(s)PublishandcirculatenextstepsFollow-uponnextstepsIncorporatebenefitsandconcernsinnextmeetingplan40%20%40%©2004Capgemini-AllrightsreservedStepstoEffectiveMeetingManagement:Plan©2004Capgemini-AllrightsreservedEffectivemeetingsstartwithgoodplanningEstablishaclearneedforameetingToclarifyinformationalreadyprovidedTomakedecisionsTopersuadeorinspireDevelopaclearagendaArrangelogisticsIdentifyparticipantsDefinerolesandresponsibilitiesPre-positionkeycontributorsIdentifyandovercomepotentialbarriersEnsureapropermeetingenvironmentReviewpriormeetingbenefitsandconcernsIdentifyandovercomepotentialbarriersBarriersmayincludeUninformedparticipantsUncooperativeparticipantsLackofauthoritytoaccomplishobjectiveUnresolvedconflictsbetweenparticipantsSolutionsmayincludeDisseminatinginformationpriortomeetingPre-positioningparticipantsSettingamorelimitedobjectiveNotmeetingProactivelyworkingconflictspriortothemeetingEnsureapropermeetingenvironmentandgettherebeforethemeetingstartsMeetingplaceRoomsetupEquipmentandmaterialsRefreshmentsStepstoEffectiveMeetingManagement:Do©2004Capgemini-AllrightsreservedEffectivemeetingsrequirerigorousprocessmanagementFollowtheagendaRecordgroupthinkingPracticegoodmeetingbehavioursEncourageparticipationIdentifynextstepsCapturebenefitsandconcernsTheagendaisyourmostpowerfultoolHelpsyouprepareCommunicatesexpectationsandobjectivesProvidesamechanismfororderandcontrolLimitsthetasksLimitstheparticipantsMeasuressuccess/failureofmeetingGuidelinesforaneffectiveagendaIdentifythetime,date,placeandparticipantsDescribeyourobjectivesTelltheparticipantshowtoprepareSettimelimitsScheduleitemsinoptimalorderDistributeinadvanceTheagendashouldconsistentlycontaincoreitemsNextStepsPutupnextstepsatthestartofthemeetingsotheycanbeaddedatanytimeEnsureswefocusonactionandoutcomes,notinputsandproblemsReinforcespersonalaccountabilitytogetthingsdoneMaximiseslikelihoodofchangeSetspaceAgenda•••••••••••••ASampleAgendaObjectivesCaptureExpectationsReviewNextSteps,Do,PlanBenefitsandConcernsNextStepsReviewExpectationsObjectivesprovideagoalforthemeetingtoreachExpectationsAllowstheaudiencetogaugeeachothersperspectiveandensuresparticipantsgetoutwhattheyexpect–canchangeagendaAllowsre-settingofexpectationse.g.wedon’tintendtocoverthatexpectationB’s/C’sGivesatemperaturecheckofwheretheteamisReinforcethethingswhichhavebeenusefulHelpstounderstandfeedbackand‘resistance’PromotesreallisteningandunderstandingWorkCsintonextsteps(asaseparateexercise)EnsuresmeetingscontinuallyimproveCriticaltoanyplan-do-reviewprocessAllowsustotakeownershipasateamEnsuresbalanceofactionsthroughouttheteamReviewExpectations

©2004Capgemini-AllrightsreservedThegroupmemory:flipchartrecordingsHelpsthegroupfocusProvidesinstantrecordofmeetingcontentEncouragesparticipation“Depersonalizes”ideasIncreasessenseofaccomplishmentGroundrulesprovidea“contract”formeetingbehaviourTheobjectiveofgroundrulesareToprovideguidelinestohelpateamgetitsworkdoneandmaintainfocusTocreateagreementsonhowteammemberswillworkandinteractwitheachotherForuseattheendofmeetingtoassesshoweffectivelytheteamworkedAdraftlistof“Do’s”and“Don’ts”whichcanbeaddedtoasnecessaryGroundrulesaresuddenlyimportantwhennotobserved©2004Capgemini-AllrightsreservedGroundrule“Do’s”encouragepositivebehavioursSometypicalpositivegroundrulesincludeBediscretewithmobilephonesTurnoffmobilesorputonsilentwhereverpossible

Startandfinishontime

Especiallyimportanttogetofftotherightstartandtore-groupafterashortbreakRespecteachother’sideasEveryonehastherighttocontributeandthisisasafeenvironmenttodosoHeadlineEvenifitisacomplexstatementoridea,explainitandthensummarizeKeeponthesubjectUsea“CarPark”toparkside-issuesandensurecontributionsarekeptfocused©2004Capgemini-AllrightsreservedGroundrule“Don’ts”identifybehaviourstobeavoidedSometypical“Don’t”groundrulesincludeDON’ThavesidemeetingsandmorethanonediscussionhappeningatonetimeDON'Tallowhandgrenadesi.e.usethemeetingtohighlightanissueyouwantairingbutisnotanythingtodowiththefocusofthismeetingAirideasthataredisruptivetothemeetingobjectives©2004Capgemini-Allrightsreserved"Letmebuildonthat""Helpmeunderstand""Couldyousaymore""IwishIknew…""Howto…""WhatIheardyousay"MeetingDo’sParticipateopenlyFocusontheproblem,notthepersonListenactivelytowhatothershavetosayRephraseandsummarizecontributionsTakea"howtodoit"ratherthan"whydoit"attitudeBepositive…noideaisabadideaHeadlineissues…nowarstoriesBuildonothers'ideasUseH2(howto)andIWIK(IwishIknew)SticktotheagendaandtotimecontractLookforwin-winsituationsOnemeetingatatimeMakeitenjoyableforeveryonePostinggroundrulesonthewallreinforcesthegroupMeetingDont’sComewitha‘hiddenagenda’HavesideconversationsormeetingsRambleLob"grenades"orlaunch"missiles"Lookforthe"fatalflaw"ViolatetimecontractsFallasleepDragparticipantsinto"lose-lose"situationsUsemeetinggroundrulestoovercomebehavioursStepstoEffectiveMeetingManagement:Review©2004Capgemini-AllrightsreservedMeetingevaluationshouldinclude...Evaluateeffectivenessbycomparingyourmeetingresultswithyouragendaandobjective(s)Completingteamprocesscheck/effectivemeetingchecklistCirculatingmeetingnotesinatimelyfashionFollowinguponnextstepsquicklySettingupthenextmeetingagendaandincorporatebenefitsandconcernsCoachingeachotherSharinglearningsActivity1. Wasanagendasentoutaheadoftime?2. Wereobjectivesclear?3. Werehandoutsandmeetingaidespreparedinadvanceandpresent