Corporate governace pica2013

PICA Board Retreat

The Tree House/Hope ZooMay 3, 2013

9am to 3pm

Chief Ideator & ResultantMobile: 876.383.5627 Skype: LSemajOffice: 876.942.9057 Twitter: LSemajEmail: [email protected] Facebook: Leahcim Semaj

Blog: TheSemajMindSpa.Wordpress.comwww.SlideShare.net/LSemaj

04/07/2023 www.LTSemaj.com 2

mailto:[email protected]

PICA Board Retreat1. The Mission, Values and Vision of PICA2. Why Most Meetings Are a Waste of Time3. Why Most Boards Don’t Work

“Effective governance by a board ... is a relatively rare and unnatural act . .trustees are often little more than high-powered, well-intentioned people engaged in low-level activities”

“There is one thing all boards have in common . . . . They do not function” “95% (of Boards) are not fully doing what they are legally, morally, and

ethically supposed to do” “Boards have been largely irrelevant throughout most of the twentieth

century” “Boards tend to be not more that an incompetent groups of competent

individuals”

4. What Positive Experiences Have You Had With Boards/Meetings?

5. What Negative Experiences Have You Had With Boards/Meetings?


PICA Board Retreat6. A Board is a TEAM

A Team Requires 10 Functions to be Covered Working Through The 5 Stages Of Team

Development Working With The Team-Building Functions Avoiding The Destructive Processes in Teams

7. Decision Making in Meetings8. It Pays To Evaluate Your Meetings9. Common Problems with Meeting …with

Solutions10. Can You Work With PICA’s Vision and Plans

for This Year?11. Housekeeping Issues and Closing


PICA Board Retreat1. The Mission, Values and Vision of PICA2. Why Most Meetings Are a Waste of Time3. Why Most Boards Don’t Work

“Effective governance by a board ... is a relatively rare and unnatural act . .trustees are often little more than high-powered, well-intentioned people engaged in low-level activities”

“There is one thing all boards have in common . . . . They do not function” “95% (of Boards) are not fully doing what they are legally, morally, and

ethically supposed to do” “Boards have been largely irrelevant throughout most of the twentieth

century” “Boards tend to be not more that an incompetent groups of competent

individuals”

4. What Positive Experiences Have You Had With Boards/Meetings?

5. What Negative Experiences Have You Had With Boards/Meetings?


Policy GovernanceThe Way Forward


This Model

Informs board planning, mission, committee work, agenda control, budgeting, reporting, CEO evaluation, management relationships, fiduciary responsibility

And all other aspects of the board job


The Nature of Governance

The policy governance model is the most well-known modern theory of governance worldwide

in many cases the least understood


Governing boards of all types

NonprofitGovernmentalbusiness

in all settingsassembled from universal principles of governance


ManagersHave moved through MBO, TQM, and many more approaches

In a continual effort to improve effectiveness

Embarrassingly however, boards do largely what they have always done


Some Boards WorkWe do not intend to demean the

intent, energy, and commitment of board members

There are today many large and well known organizations that exist only because a dedicated group of activists served as both board and staff when

the organization was a “kitchen table” enterprise


Board membersAre usually

intelligent and experienced persons as individuals

Yet boards as groups tend to be mediocre


Boards Today “Effective governance by a board of

trustees is a relatively rare and unnatural act . . . . trustees are often little more than high-powered, well-intentioned people engaged in low-level activities” Chait, Holland, and Taylor, 1996, p. 1

“There is one thing all boards have in common . . . . They do not function” Drucker, 1974, p. 628


Boards Today

“95% (of boards) are not fully doing what they are legally, morally, and ethically supposed to do” Geneen, 1984, p.28

“Boards have been largely irrelevant throughout most of the twentieth century” Gillies, 1992, p. 3


Boards tend to be

An incompetent groups of competent

individuals


Why do boards exist?

to help the staff?to lend their prestige to

organizations?to rubber stamp management

desires?to give board members an

opportunity to be unappointed department heads?


to be sure staff gets the funds they want?

to micromanage organizations? to protect lower staff from

management? to gain some advantage for board

members as special customers of their organizations?

to give board members a prestigious addition to their resumes?


Why do boards exist?

These Observations

accurate though they frequently are

simply underscore the lack of clarity on the board’s rightful job


Despite the confusion of past and current board practices

one central reason to have a board:

Simply putThe board exists (usually on someone else’s behalf) to be accountable that the organization works


The Board vs. Board Members

Since we are now establishing the starting point for governance thinking

it is important that we start with the body charged with authority and accountability

the board as a group not individual board members


The board as a bodyspeaks for the ownership not each board member except as he or

she contributes to the final board product While we might derive roles and

responsibilities for individual board members

we must derive them from the roles and responsibilities of the board as a group not the other way around


Board practicesmust recognize that it is the board

not board memberswho have authority


The boardspeaks authoritatively when it

passes an official motion at a properly constituted meeting

Statements by board members have no authority

In other words the board speaks with one voice▪ or not at all


“One voice”Does not require unanimous votesBut it does require all board

members, even those who lost the vote,

to respect the decision that was made

Board decisions can be changed by the boardbut never by board members04/07/2023 www.LTSemaj.com 24

Board MeetingsIn policy governance the board is

in charge of its own jobBoard meetings become the

board’s meetings Rather than management’s

meetings for the board


Board MeetingsOccur because of the need for

board members to learn together

To contemplate and deliberate together

And to decide together04/07/2023 www.LTSemaj.com 26

Board Meetings

Are not for reviewing the pastBeing entertained by staffHelping staff do its workOr performing ritual approvals of

staff plans04/07/2023 www.LTSemaj.com 27

As A Result

Many board meetings may not look like traditional board meetings at all

But learning and studying sessions or joint meetings with other boards

Particularly in communities where boards rarely talk with each other


The CEO Is Always Present

But is not the central figureOther staff might be present when they have valuable input on matters the board is to decide


The Board

Is not merely a body to confirm committee decisions

But the body that makes the decisions


Board Committees Might be used to increase the board’s

understanding of factors and options But never to assume board prerogatives Or remove difficult choices from the

board table In contrast to the old bromide that “the

real works takes place in committees” In policy governance the real work

takes place in the board meeting


Board Meetings

Should thus be more about the long term future than

the present or short term futureMore about ends than meansMore about a few thoroughly

considered large decisions than many small ones


The Policy Governance Model

Attaining this level of excellence requires the board to break with a long tradition of disastrous governance habits


Policy Governance Offers A Visionary Challenge

For boards determined to be accountable for making a real difference in tomorrow’s world


Policy Governance Offers A Visionary Challenge

Transforming today’s reality into tomorrow’s possibility requires a radical break from a long tradition of comfortable, but disastrous governance habits


PICA Board Retreat

6. A Board is a TEAM A Team Requires 10 Functions to be

Covered Working Through The 5 Stages Of

Team Development Working With The Team-Building

Functions Avoiding The Destructive Processes

in Teams


www.SlideShare.net/LSemaj 41

WHAT KIND OF TEAM ARE YOU?

The Definition of TeamA group of interdependent people

They master effective communication

They are able to play a variety of complementary roles04/07/2023 www.SlideShare.net/LSemaj 42

Definition of TeamThey agree on a goal

They accept that the best way to achieve this goal is to work together

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Definition of TeamThey foresee each other’s

needsThey make useful

suggestions to each otherThey enhance each other’s

strengthsThey compensate for each

other’s weaknesses


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Definition of TeamThe result of this process is usually

a synergistic level of increased

efficiency and productivity


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Communicationis The Life Blood of The Team

Timely and Accurate

People who have learned to support and trust one another share what they know freely

Pass on the information that members need to operate more effectively

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Communication is a huge umbrella that covers and

affects all than goes on between human beings


Communication isthe single most significant

factor that determines the kind of relationships we have and what happens to us


This talk/listen cycle helps to keep BP evenly regulated

When we speak our blood pressure goes up

When we are listening attentively in a relaxed manner, blood pressure usually falls

Heart rate slows - below resting level


In periods of great stress

communicating with others that pull us through

renewing inner strength

lifting our vision reaffirming the

meaning of life 04/07/2023 www.SlideShare.net/LSemaj 50

For the message to get through people must believe that you are

trustworthylikeable represent

warmthrepresent

comfort represent

safety04/07/2023 www.SlideShare.net/LSemaj 51

This happens without words

We plug into thousands of preconscious cues04/07/2023

www.SlideShare.net/LSemaj52

The First Brain: The Non-reasoning Non-rational PartSeat of human

emotion The brain stem

Provide immediate instinctual

response Limbic system

- The emotional centre04/07/2023 www.SlideShare.net/LSemaj 53

The New Brain: The cerebral cortex Seat of conscious thoughtMemory LanguageCreativity Decision making


To Get To The New Brain The message must first pass through the first brain


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COMMUNICATION andThe formation of beliefs

MEDIAted CONTACT- 90% imMEDIAte CONTACT-

10% Your beliefs


EFFECTIVE COMMUNICATION…

is based on emotional impact we must be believed to have impact ALL FIRST BRAIN LIKABILITY IS THE SHORTEST PATH

TO BELIEVABILITY AND TRUST


Good communications means

expressing yourself clearly through verbal and non-verbal language;

listening so that you understand what others are saying


HOW MUCH TIME DO YOU SPEND COMMUNICATING?

We spend between 50% and 80% of our waking hours communicating04/07/2023 www.SlideShare.net/LSemaj 59

Team: RelationshipsEffective

TeamsTrustingRespectfulCollaborativeSupportive

Ineffective Teams

Suspicious and partisan

Pragmatic, based on need or liking

CompetitiveWithholding


Team: InformationEffective

TeamsFlows freely

up, down, sideways

Full sharing

Open and honest

Ineffective Teams Flows mainly

down a weak horizontally

Hoarded, withheld Used to build

power Incomplete,

mixed messages


Team: ConflictEffective

TeamsRegarded as natural even helpful

On issues not persons

Ineffective Teams

Frowned on avoided

DestructiveInvolves

personal traits and motives


Team: Atmosphere Effective TeamsOpenNon-threateningNon-competitiveParticipative

Ineffective Teams

Compartmentalised

IntimidatingGuardedFragmented Closed groups


An Effective Team Requires 10 Functions to be Covered

A variety of functions are required for a operate optimally

VisionaryPragmatistExplorerChallengerRefereePeacemakerBeaverCoachLibrarianConfessor


Visionary

Should be one or more in the team able to see beyond the team's own requirements 04/07/2023 www.SlideShare.net/LSemaj 65

PragmatistsActs as foil to the visionary and his or her supporters


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ExplorerSeeks information, material and support from outside the team environment


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ChallengersThere will always be somebody who challenges the accepted position


RefereeTakes as near an independent view of team progress and decisions as is possible 04/07/2023


Peacemaker

The team will have friction between its individual members from time to time


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BeaverDoes all the work!

The worker beeThe soldier antThe company worker

The Mr./Ms fix it04/07/2023


CoachMorale is not always

going to be the high in a team, even in the best-led groups

There will be times when the team loses its direction or loses its own focus of its mission


72

LibrariansThe librarian is the repository to which team members can go for historical information about what the team has been doing


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The ConfessorThere is a need for someone to whom members can tell all their troubles

A shoulder to cry on

A priest to whom to confess


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You Must Work Through The 5 Stages Of Team Development


Forming

Storming

Transforming

Norming

Performing

Jamaica’s Greatest Team Achievement


FORMING

The start-up stagePurpose and expectation

unclear04/07/2023 www.SlideShare.net/LSemaj 77

Members Test the Waters to Determine

Acceptable behavior The nature of their task How the group will get its work

done They want to be told what to do Interactions are superficial Tend to be directed to the formal

leader04/07/2023 www.SlideShare.net/LSemaj 78

STORMINGThis stage is

characterized by conflict and resistance to the group’s task and structure

Team members express concerns and frustrations

Freely exchange ideas and opinions


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STORMING

Team is learning to deal with differences in order to work together to meet its goals

A team that doesn’t get through this stage successfully is usually more divided and less creative


Transforming

Differences are aired and resolved

Disruptive elements converted or removed


www.SlideShare.net/LSemaj

NORMING STAGE

A sense of group cohesion develops in this stage

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NORMINGMembers accept the team

and develop norms for resolving conflict, making decisions, and completing assignments

Members enjoy meetings and freely exchange information

Shared leadership emerges Risk of stagnating into

groupthink04/07/2023 www.SlideShare.net/LSemaj 83

PERFORMING STAGE

Now team work really begin

This is the payoff stage04/07/2023


Performing

Team has structure and purposeReady to tackle task Members take initiativeProblem-solving and decision-

making procedures emphasize results


As the Team GELLS It receives recognition

from other parts of the organization

Complacency is a risk May show up in missed

deadlines or a lack of creative spark

The bad habits of earlier stages may reappear


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EFFECTIVE TEAMSContribute to reaching the current objective set by the group


EFFECTIVE TEAMS

The ongoing improvement in the team’s long-term operation


THE SEVENTEAM-BUILDING ROLES

SUPPORTING GATEKEEPING HARMONIZING PROCESS OBSERVING

CONFRONTINGMEDIATINGSUMMARIZING


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SUPPORTING Support and

encouragement of another member result in more and better contributions

member realizes contribution will be accepted and considered

not put down or discounted.


CONFRONTING There are times when a person’s behaviour is detrimental to the success of the team as it works towards its goals


GATEKEEPING When the gate seems closed to some

contributors, a team member performs as gatekeeper:

Some members of a team are less assertive and others are far more so

Some opinions from the somewhat retiring people get ignored

They may not even be expressed


93

MEDIATING Groups can get

quite stuck during a debate

Mediating can break the stall and push the discussion forward


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HARMONIZING During a heavy debate-style

disagreement, the disputants can become so involved in scoring points for themselves that they fail to realize their agreement on certain points

Summarizing the various views can show how close they actually are


Summarizing Summarizing gives the group time to breathe

A good summary clarifies some of the confusion

1 1 3


PROCESS OBSERVINGThis aspect of the team process is often neglected

The dynamics of the group

What goes on between the members of the team.?

Are there power or control issues among the members?

Avoid The Principal Destructive Team Functions Shutting off

Analysing or Labelling

Dominating Yes-buttingNaysaying04/07/2023 www.SlideShare.net/LSemaj 97

SHUTTING OFFDayn is talking Suddenly, Sandra says, "Hey, that

reminds me of something. Do you remember when? . .

Dayn is probably sitting there with his mouth open, a quizzical look on his face.

Sandra has shut him off - has silenced him


ANALYSING OR LABELLING

When you put labels on a person's behaviour

Or you try to describe his or her attitudes or motives,

You're threatening a discussion.


DOMINATING

The dominator likes to take over the discussion

He may rationalise, "I'm a person who likes to get things

done, so let's cut through all this nonsense and get our act together,“

or "We're really wasting time. I say we should vote on this and move on"


YES-BUTTINGOne of the most common

behaviours in a group discussion For example,

"Yes, I understand what you're saying, but I think you're missing the point"

Translated: "I hear you, but you're wrong."


Naysaying In many groups someone declares

them self the "devil's advocate," The function it is to make sure that

whatever is bad about another person's idea gets expressed.

So relentless can such Naysayers be in emphasising what is wrong, that what is right can get buried.

The discussion becomes lopsided.


Unfortunately No has a power that is disproportionate in many deliberations


PICA Board Retreat7. Decision Making in Meetings8. It Pays To Evaluate Your Meetings9. Common Problems with Meeting …

with Solutions10. Can You Work With PICA’s Vision

and Plans for This Year?11. Housekeeping Issues and Closing04/07/2023 www.LTSemaj.com 104


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Decisions

Decisions are made by consensus


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DecisionsBut before a decision is

finally agreed upon the team tests the

possible consequences of the decision on the people affected, the operation, and the decisions being made in other areas of the organization


107

When a member makes a contribution to the

deliberation it becomes a group

issue is dealt with by the

entire groupMembers never feel

isolated or attacked as people


EmotionsThere is a high

degree of acceptance of everyone in the group

Expressions of emotions, even anger, are acceptable to the group so long as there is no personal abuse


Conflicts

Conflicts between members also are treated as issues that involve the team as a whole

other members feel justified in helping the disputants work through their problems with each other


110

The group agrees on a solution or a decision

only when it is clear that all members have made the contribution they wanted to make


111

TimingAn effective meeting ends

at the prescribed timeunless the entire group

wishes to extend its discussion

If the objective has not been reached, the group reschedules in order to get a fresh start


Decision MakingAll members are

committed to the belief that they should discuss group issues in the group and not in extra group sessions


Decision MakingAny decision that

the group reaches is tentative until a check is made to ensure that all members of the group are in full accord and committed to it


Decision Making

Those who have second thoughts, questions, or doubts that arise after the adjournment are encouraged to voice them with the rest of the group

They are not squelched

Evaluate Your Meetings04/07/2023

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Provide Feedback

feedback is essential in motivating people to improve effectiveness


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Provide Guidelines

people also need guidelines to better performance


FeedbackAs your team

develops, members want to be able to see not only their individual progress in effectiveness but also how the group is pulling together


Feedback

Evaluate each meeting immediately after it is adjourned

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Initially, you may wish to keep the evaluations

anonymous Have each member fill

out the form and pass it around to you

You can record the ratings on a blackboard or flip chart and average them



In time as people grow in

openness and comfort, it will not matter so much whether they sign their names or not

Signing the form could even be helpful in a case in which one person registers much lower ratings for a meeting than other members could


The group may wish to

examine the reasons for the member's dissatisfaction with the meeting and with the group

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Feedback

It's possible that the unhappy member sensed certain impediments to his or her effectiveness that other members didn't discern-but need to know about



Seth Godin Gets Serious About Meeting Problems

If you're serious about solving your meeting problem, getting things done and saving time,

try this for one week. http://sethgodin.typepad.com/seths_blo

g/2009/03/getting-serious-about-your-meeting-problem.html

http://sethgodin.typepad.com/seths_blog/2009/03/getting-serious-about-your-meeting-problem.html





Understand that all problems are not the same. So why are your meetings? Does every issue deserve an hour? Why is there a default length?

Schedule meetings in increments of 5 minutes. Require that the meeting organizer have a

truly great reason to need more than four increments of real-time face time.



Require preparation. Give people things to read or do before

the meeting, and if they don't, kick them out.

Remove all the chairs from the conference room.

If someone is more than two minutes later than the last person to the meeting, they have to pay a fine of $10 to the

coffee fund.



Bring an egg timer to the meeting. When it goes off, you're

done. ▪ Not your fault, it's the

timer's. The organizer of the

meeting is required to send a short email summary, with action items, to every attendee within 10

minutes of the end of the meeting.



Create a public space (either a big piece of

poster board or a simple online page)

that allows attendees to rate meetings and their organizers on a scale of 1 to 5 in terms of usefulness. Just a simple box where

everyone can write a number.

Watch what happens.

PICA Board Retreat

9. Common Problems with Meeting …with Solutions

10. Can You Work With PICA’s Vision and Plans for This Year?

11. Housekeeping Issues and Closing


https://www.ohrd.wisc.edu/home/tabid/163/Default.aspx

Common Problems with Meeting …with

Solutions

04/07/2023

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1. Finishing On TimeMeetings often run overtime and

consequently many agenda items don't get adequate coverage or don't even get covered at all.

There are various reasons why meetings run overtime some of which include: Meeting time was not managed well Too much was planned for time

available


How to finish on timeThere are several strategies you can

use to ensure that your meetings end on time:

Designate a timekeeper to watch the clock and let participants know when time for an item is almost up, and then when it is really up.

Place topics that require more discussion at the very beginning of the agenda...

Start your meeting promptly on time and …


2. Can't Make Decisions Some meetings seem to drag on as group members

struggle to reach consensus and make decisions. The responsibility for coming to decisions rests

squarely with the chair or leader. Some common reasons why groups seem unable to

make decisions include: Goals and outcome are not made explicit for the

discussion topic. Certain participants get side tracked on peripheral

issues. Consequences of not deciding are negligible.

Philosophical issues divide people.


How to get others to agree on a decision

There are a number of things you can do as a leader to help a group reach consensus and make decisions more efficiently.

These include Create expectations with actionable

agenda items that clearly convey what is expected.

When participants seem totally blocked and unable to break through an impasse, go back to the initial question or purpose of the activity and restate it.

Ask which alternatives are supported by data.


3. Dominant Participants

Dominant participants often stifle collaborative problem solving and creativity among participants.

But they often have good ideas that deserve consideration.

Good leaders need to direct the energies of dominant participates in a non-threatening way so that others have opportunities to contribute.

Effective leaders use some of the following techniques and strategies in handling dominant participants.


4. Silent ParticipantsPeople are quiet in meetings for

different reasons. Some people are reticent by nature.

Others are fearful that their opinions will be ridiculed and dismissed.

Some are not comfortable speaking if they don't know for sure who everyone is.

Some don't care. It's your role as a group leader to try

to engage everyone.


Some strategies the group leader or chair can take to engage everyone include:

1.Ask people to create name tents for themselves (writing on front and back). We often assume that everyone knows

who the other members or participants are and it is often not so.

2.Ask a question early in the meeting that most people can respond to and the go round robin asking for responses. (E.g., at a planning retreat, ask,▪ "What is one thing you accomplished this

past year in which you take a great deal of satisfaction.")



3. Give people 5 minutes to write down their ideas or thoughts in a silent brainstorm before opening the general discussion.

4. Break into small groups or pairs to discuss aspects of an issue before opening the general discussion. Be sure the questions or issue to be

discussed is clear. Ask the groups what they came up with.



5. For a special meeting such as a planning retreat, create a timeline on the wall of the department or committee or office and ask people to initial when they started with the organization and what was happening in the world at the time.

This gives new people a sense of the history of the group, allows the veterans of the group to be recognized, and allows even very shy people to participate by getting up and writing on the timeline.



6. For perennially quiet participants, the chair may discuss with the individual in private the importance of everyone's ideas, saying something like,

"I noticed you haven't said much about the move, but I'd like to hear what you think about it."

Then encourage the person to share those thoughts within the meeting.

You can prompt a response at the next meeting by saying, "Leslie has an interesting idea for expediting the move. Will you explain it Leslie?"

This may "break the sound barrier" for certain shy people.



7. By visually recording all the ideas in a brainstorming session, the chair or facilitator emphasizes the importance of everyone's contributions and helps stimulate participation.

Holding critiquing of the brainstormed ideas until all have been listed can also be a powerful motivator for reticent participants.


5. Rehashing Decisions Issues that were discussed and decided on in

previous meetings sometimes re-emerge to be rehashed.

This can be very discouraging to the group or committee.

Some reasons for this include: People were not aware that a conclusive decision

was actually made regarding a specific issue. People recall that a decision was made,

but the record of it is not available. Dominant participants pushed through a decision in

a previous meeting and silent participants begin to speak up afterwards.


How to prevent rehashing A group leader can do several things to prevent

and or derail the rehashing of previous decisions. For groups that meet regularly, someone is

responsible for keeping meeting notes, agendas and supporting documents in one place where they can be referenced later.

Ideally these past decisions should be available during the meeting as a reference

Electronic storage of minutes on web sites or shared drives makes it possible to search for key words or phrases.

Use decision-making and prioritizing techniques that involve everyone, including less verbal members..


6. Deal with small fires but not larger issues

Meetings are often used to deal with immediate problems.

When meetings focus only on immediate, urgent issues, larger and more global issues may be

ignored. (Opportunities for prevention may be

missed.) As leader you can ensure that you discuss

something that is important, but not necessarily urgent, at every

meeting.


How to focus on large issues

To ensure that larger issues are not ignored, consider some of these strategies for structuring your meetings:

At the start of the semester decide which staff meetings will be devoted to which larger issues or topics.



When composing the meeting agenda make sure you include at least one item for discussion that focuses on something strategically important, but not urgent.

See Best Practices on how to Allot time for topics based on their significance



Invite leaders with responsibility for aspects of the larger issues to attend selected meetings to provide a broader context for understanding and discussion.

Consider asking a neutral facilitator to help plan how best to introduce, segment into manageable parts, and discuss a large or difficult issue.


7. Key Persons Don't Attend When key faculty and/or staff don't attend

meetings, decisions may be made that are later questioned and not implemented as hoped. (Using free phone credit)

Without some regular interaction, office and department members become isolated, making collaboration and cooperation more difficult.

As a leader, you can help ensure that key players attend meetings and provide input when needed.

Some strategies you can employ to encourage key persons to attend meetings include these:


Key persons don't attend Diagnose the problem by understanding

why people aren't attending. Ask a few of the non-attenders in an

exploratory way, rather than threatening way, why they don't come.

You might say, "We've been missing your ideas at the

meeting. Is it a bad time for you or are the

meetings themselves the problem?".


Key Persons Don't Attend You also might say,

"I'd like to have more members attend the personnel committee meetings.

Do you have any thoughts on what I could do as chair to boost attendance?”

Make your meetings worth attending so that real work gets done.

If meetings are used primarily for announcements and information sharing, there may be better ways to share the

information (e.g. E-mail, web, bulletin board).


8. Lack of Follow-through on Tasks

The effectiveness of a meeting can be measured in terms of its outcomes.

If people don't follow-through on action plans, tasks and decisions after the meeting ends, then one needs to question the value of

having a meeting in the first place. The leader is the single most important

factor in follow-through. It's your job to be clear at the end of every

meeting who is responsible for what and by when.


A leader can use these tools and techniques to achieve more effective follow-through after a meeting:

Written action plans. People usually need to be able to see in

writing what action is required of them and by when.

Point persons ensure that a goal is moving forward.

Check meetings or phone status-check meetings should be set up when the action is first being planned.

There is nothing like a deadline to stimulate action.

Time to Change The Way We Meet


PICA Board Retreat

10. Can You Work With PICA’s Vision and Plans for This Year?

11. Housekeeping Issues and Closing


PICA Board Retreat

The Tree House/Hope ZooMay 3, 2013

9am to 3pm

Chief Ideator & ResultantMobile: 876.383.5627 Skype: LSemajOffice: 876.942.9057 Twitter: LSemajEmail: [email protected] Facebook: Leahcim Semaj

Blog: TheSemajMindSpa.Wordpress.comwww.SlideShare.net/LSemaj


mailto:[email protected]

Career

Corporate governace pica2013