7 tips on holding effective, productive meetings

On choosing attendees, strong facilitating and the importance of ‘parking lots’

When Kevin Whelan (Engineering Design and Drafting Technology ’92) worked in industry, he was in a meeting that opened his eyes about what makes for an effective meeting – even though that meeting never really happened.

A new staff member was facilitating. He switched on a projector and reminded attendees of the agenda he’d sent, and that it included mention of work to be done in advance. Then he turned to one of the managers in attendance.

“What were the results of your findings?” he asked.

“Oh,” said the manager. “I, uh, don’t have that done.”

The facilitator paused, looking at the manager.

“I’ve seen this many, many times in a normal meeting,” says Whelan, NAIT Continuing Education program coordinator for Productivity Enhancement Services. “You just keep going. We're here anyway.”

The facilitator didn’t. Instead, he calmly closed his notebook and turned off the projector. He told the group he’d send an invite for a redo, which he expected everyone to be ready for. Then he left.

“That was the first time I was like, ‘Whoa, we can do that?’” says Whelan. “Because why would we [continue]? There is no point.”

Since that awakening, Whelan has learned, and taught, much about holding effective, decision-making meetings. Here are his seven tips on ensuring there is indeed a point, getting to it, and actually getting started in the first place.

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1. Choose attendees carefully

corporate org chart

“Don't have too many people,” says Whelan. A larger group with more to say may slow progress. “But make sure that you have people who represent all the stakeholders.” One person per is enough, he adds.

As much as you may want to, don’t leave out the person known for dissenting opinions. “They could bring perspectives that you never thought of before.”

2. Set a clear agenda

four checkboxes on a blue background

Well before the meeting, send attendees a sense of its structure, says Whelan. List each item or topic to be discussed and the time allotted.

Along with that schedule, ensure that attendees have the necessary background on the topics to be discussed, expectations for preparation and the expected outcomes.

3. Be a strong facilitator

woman facilitating a meeting

“This is where you really need to build an agenda and stick to it,” says Whelan.

But the job involves more than timekeeping. The facilitator needs to be impartial yet steer the conversation toward outcomes. This involves diplomacy.

A good facilitator, says Whelan, can respectfully stand up to executives in attendance as needed. They can also work through emotionally charged issues by acknowledging opinions but asking participants to recognize the facts, leaning on a “scientific methodology when we're making decisions.”

4. Use a “parking lot”

two illustrated parking lots

Whelan knows that facts only go so far when someone is, say, feeling rotten about the office going through a move. He also knows those feelings might dredge up other issues. These are not to be dismissed, he stresses.

“You need to have a parking lot,” says Whelan. “It is an extraordinarily effective tool – provided it's done correctly.” (For more on that, see the sidebar below.)

Reserve a whiteboard or a flipchart for issues that arise that aren’t germane to the topic at hand but somehow precipitated by it. Assure attendees that the issues will be addressed, “but just not in this meeting.”

5. Strive for consensus

people at a table shaking hands

Merriam-Webster defines consensus as “general agreement.” That’s the desired outcome of a meeting, says Whelan. “It's not a unanimous vote. Because, honestly, that’s never going to happen.”

Instead, a meeting is successful if everyone feels that the outcome represents them somehow, and that they leave “feeling they've been heard [and] understanding they've had their say.”

6. Identify next steps

stairs with an arrow going up

As the clock ticks down, it’s up to the facilitator to survey the group about the outcome, says Whelan. Has a decision been reached? Some form of consensus? If not, should we schedule another meeting?

If the former, it’s time for next steps. Write these down and follow up accordingly. “If there's nothing recorded and nothing assigned, nothing will get done,” says Whelan.

7. Learn from the meeting

man sitting at laptop and looking out window

One of the best ways to learn how to hold an effective meeting is to talk to attendees. Before calmly closing your notebook and leaving the room (in this case with an outcome), take a few minutes for a review, says Whelan. “Ask everybody for their feedback.

“When I run my next meeting,” he adds, “I'm going to focus on those areas and try to reinforce the things that were good.”

How to manage the ‘parking lot’

“The biggest rule with the parking lot as a meeting management technique is that you can't ignore it after the meeting,” says Kevin Whelan, NAIT Continuing Education program coordinator for Productivity Enhancement Services.

“This is a very powerful tool but it must be used effectively – and not swept aside once the meeting has ended.”

Here are three ways to use it well. At the end of the meeting

  • ask if anyone wants to stay to discuss matters that were parked. “This is to help better define the problem and may result in another meeting or action items,” says Whelan
  • tell attendees that parking lot items will be a new meeting unto themselves. “Folks who brought up the issues [can] help plan the next meeting.”
  • forward the discussion points to appropriate people in the organization and then schedule a follow up meeting with those involved.

Banner image by Charday Penn/istockphoto.com

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