How to Run truly Productive Meetings – and add value
- 1.5 hours on-demand video
- 3 downloadable resources
- Full lifetime access
- Access on mobile and TV
- Certificate of Completion
Get your team access to 4,000+ top Udemy courses anytime, anywhere.Try Udemy for Business
- By the end of the course you will be able to facilitate meetings that add unquestionable value
- You’ll save your colleagues from frustration and give them back their time
- You’ll save your organisation money
- Download and read the workbook
This course teaches you seven great strategies to:
·reduce the NUMBER of wasteful meetings
·make every meeting you DO hold give great returns
·run meetings that ENGAGE and energise people
·figure out what your meetings COST YOU right now.
·a chance to stand out as a manager who can run HIGH PAYBACK meetings
There don’t seem to be managers that can run good meetings – let alone great ones. ‘Pointless Meetings’ is the joint number one time-waster for business people, according to the Microsoft Office Productivity global survey.
As for interest and engagement - nearly three quarters of us try doing our own personal work during meetings. The true cost of meetings is often hidden. But not anymore. As well as showing you how to facilitate meetings, it gives great protocols for the whole team and for all types of meetings.
The principles have been tried and tested in classroom training courses in UK, Scandinavia, Iceland and North Africa, in a mix of global businesses.
The short summaries give you the basics, literally, in minutes. The 12 videos and accompanying book are structured in short, 5 minute sections - and you can keep improving from the greater detail whenever you want.
If you’re a first time manager, team leader, or business operator and you’re fed up with the time and cost wasted in meetings – click on the link and make meetings work FOR you.
- Mangers who call or run meetings
- Managers who attend meetings
The key word is ‘HAVE’
This is THE most important Key.
What do we want from this meeting?
What is the meeting supposed to produce?
People quite rightly get the idea of asking about the purpose of a meeting, ‘What are we here to DO?’
But the key word is ‘HAVE’.
One person needs to own the meeting
This is the next most important key.
It may sound obvious, but when it’s everybody’s responsibility, it’s nobody’s responsibility.
Someone, one person, needs to ‘own’ the meeting.
The person who chairs the meeting has the complete responsibility for its success, that is to say, the degree to which it produces the outcome named in Key number 1.
Don’t stray from it.
If you’ve correctly established the meeting’s outcome, the agenda is the road map to get you there.
Don’t stray from it.
We all have different views and feelings and we all want to be heard - and as a manager or chairperson of a meeting - you definitely want to hear what people think.
But take a physical note of any views that don’t directly relate to the subject matter, and elegantly promise the person you’ll take it up in some other way or at some other meeting, but stick to the agenda.
It takes time to get from one meeting to another
To allow everyone to come late is purely a habit, a cultural habit.
Break the habit by disagreeing with it and by setting the example.
Next to Key 1, Key 4 is probably the most vital key in terms of saving people’s time - and the organisation’s money.
Do not allow people to accept a meeting scheduled ’09:00 to 10:00’ and then accept another ’10:00 to 11:00’.
Allow enough time between meetings to prepare
How much preparation each individual needs will depend on the type of meeting and the level of input expected.
It’s the individual’s responsibility to allow enough time between meetings to prepare (see Key 4).
One way to save time, unless it is purely a briefing meeting, is to not waste everyone’s time ‘bringing them up to speed’.
Each meeting is a team activity
Remember the outcome question in Key 1? “If we have a successful meeting, what will we have that we didn’t have before ?”.
If you get Key 1 right, only those people who can contribute to the outcome should be at your meeting.
You should invite people (and people should accept) solely on the basis of their ability to help produce the outcome. This ensures you don’t have people at your meeting who don’t need to be there.
Always end with a clear idea of who does what by when
Provided you got a good answer to the question in Key 1, and the appropriate people attend and contribute, at least one person should leave your meeting with new actions to do.
Make sure you circulate agreed action points to the people who need to know.