Effective Meetings Decisions

8/14/2019 Effective Meetings Decisions

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Ef fect iv e M ee tin gs a ndf fect iv e M ee tin gs a ndDecis ion M akin gecis ion M akin g


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Mee tin g Ty pesee tin g Ty pes Problem SolvingProblem Solving

Analyzing the causes of and potential solutionsAnalyzing the causes of and potential solutions

to specific problemsto specific problems Decision MakingDecision Making

Determining a course of action to take withDetermining a course of action to take with

regard to an important project, service, or taskregard to an important project, service, or task


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Key R oles a ndey R oles a ndResp on sibilit iesesp on sibilit ies LeaderLeader

Note TakerNote Taker

TimekeeperTimekeeper Facilitator (if applicable)Facilitator (if applicable)


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Ef fect iv e M ee tin gsf fect iv e M ee tin gs Plan and communicatePlan and communicate

Define purpose(s) of meeting.Define purpose(s) of meeting.

Identify topics and the person responsible forIdentify topics and the person responsible forleading discussion on the topic.leading discussion on the topic.

Prepare meeting presentations.Prepare meeting presentations. Keep PowerPoint presentations to a minimumKeep PowerPoint presentations to a minimum

Determine participants.Determine participants. Arrange for logistics.Arrange for logistics.

Communicate with participants.Communicate with participants.


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Ef fect iv e M ee tin gsf fect iv e M ee tin gs Open the meeting.Open the meeting.

Start on time.Start on time.

Review meeting purpose and agenda.Review meeting purpose and agenda. Introduce participants (if needed).Introduce participants (if needed).

Set expectations.Set expectations.

Assign roles (leader, note taker, time keeper,Assign roles (leader, note taker, time keeper,

facilitator).facilitator).


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Ef fect iv e M ee tin gsf fect iv e M ee tin gs Conduct the meeting.Conduct the meeting.

Structure the discussion.Structure the discussion.

Stay on track.Stay on track. Stay engaged.Stay engaged.

Promote positive interactions.Promote positive interactions.

Summarize each topic.Summarize each topic.


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Ef fect iv e M ee tin gsf fect iv e M ee tin gs Close the meeting.Close the meeting.

Summarize meeting outcomes.Summarize meeting outcomes.

Specify next steps.Specify next steps. Assess effectiveness.Assess effectiveness.

End on time.End on time.


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Ef fect iv e M ee tin gsf fect iv e M ee tin gs Follow up.Follow up.

Send a quick thank you e-mail.Send a quick thank you e-mail.

Distribute meeting summary via e-mail.Distribute meeting summary via e-mail. Complete action items.Complete action items.


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Mee tin gs Th at W or k:ee t in gs Th at W or k:Pla ns Bos ses Ca nla ns Bos ses Ca nApprovepprove Decision makers are as motivated byDecision makers are as motivated by

friendships, concerns for popularity, and selffriendships, concerns for popularity, and self

interest as by the cold, hard facts gleanedinterest as by the cold, hard facts gleanedfrom rigorous analysis. *from rigorous analysis. *

Planning documents too often ignorePlanning documents too often ignore

whats really at stake among participantswhats really at stake among participants

and fail to establish a logical, agreed-onand fail to establish a logical, agreed-oncourse of action.*course of action.*

* Mee ting s That Work : Pl an s Bos ses Ca n A pprov e, ee ting s That Work : Pl an s Bos ses Ca n A pprov e, Paul Lov et t, HBR , Nov-Dec 198 8.aul Lov et t, HBR , Nov-Dec 198 8.


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Mee tin gs Th at W or k:ee t in gs Th at W or k:Pla ns Bos ses Ca nla ns Bos ses Ca nApprovepprove In meetings with decision makers, you mustIn meetings with decision makers, you must

get them to focus on the importantget them to focus on the important

elements--your vision and your plan ofelements--your vision and your plan ofaction.action.

Not to get bogged down with lots of rawNot to get bogged down with lots of raw

numbers.numbers.

They wont remember lots of boring numbers.They wont remember lots of boring numbers. Decision makers want four questionsDecision makers want four questions

answered:answered:


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Th e Fo ur C rit ica lh e Fo ur C r it ica lQues tion sues tion s1 What is the plan?What is the plan?

2 Why is the plan recommended?Why is the plan recommended?

3 What are the objectives?What are the objectives?4 How much will it cost to implement theHow much will it cost to implement the

plan?plan?

And what is the reasonable upside potential?And what is the reasonable upside potential? What is the ROI?What is the ROI?


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Wh at I s Th e Pla n?h at I s Th e Pla n? Requires a specific future-tense statementRequires a specific future-tense statement

of strategyof strategy

Sales department will increase its sales staff inSales department will increase its sales staff inorder to increase its share of advertising dollarsorder to increase its share of advertising dollars

in our medium by 15%.in our medium by 15%.


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Wh y Is Th e Pla nh y Is Th e Pla nRec ommen ded ?ec ommen ded ? Make the plans rationale clear to theMake the plans rationale clear to the

decision maker.decision maker.

Youre laying out what the situation is.Youre laying out what the situation is. In just enough detail to get a decisionIn just enough detail to get a decision

Not too many raw facts and numbers.Not too many raw facts and numbers.

Synthesizedinformation that supports theinformation that supports the

rationale is vital.rationale is vital. Propose a specific program that maps outPropose a specific program that maps out

well-defined course of action.well-defined course of action.


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Wh at Are Th e G oals ?h at Are Th e G oals ? Goals are what you expect to happen if theGoals are what you expect to happen if the

plan is adopted.plan is adopted.

Limit the financial details to a few importantLimit the financial details to a few importantnumbers.numbers.

Just a few numbers are enough to focus theJust a few numbers are enough to focus the

goals discussion on the right issues.goals discussion on the right issues.

Objectives should be strategic, not primarilyObjectives should be strategic, not primarilyfinancial.financial.


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How Mu ch Will Th e Pla now Mu ch Will Th e Pla nCos t?os t? Request enough resources to carry out theRequest enough resources to carry out the

plan and achieve the goals.plan and achieve the goals.

Financial and human resourcesFinancial and human resources Forecast reasonable upside financial results.Forecast reasonable upside financial results.

Forecast a ROI.Forecast a ROI.


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Over all M eet in g Stra tegyver all M eet in g Stra tegy Keep it simple.Keep it simple.

Not too many numbersNot too many numbers

Not too much written materialNot too much written material Keep it focused on the four questions.Keep it focused on the four questions.

Keep it informal.Keep it informal.

Encourage discussion and give and takeEncourage discussion and give and take

Encourage informalityEncourage informality

Close!Close!

Get approval and a firm commitment.Get approval and a firm commitment.


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Ef fect iv e D ecis ionf fect iv e D ecis ionMakin gakin g


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Th e E igh t E leme nts ofh e E igh t E leme nts ofEf fect iv e D ecis ion sf fect iv e D ecis ion s ProblemProblem

ObjectivesObjectives

AlternativesAlternatives ConsequencesConsequences

TradeoffsTradeoffs

UncertaintyUncertainty Risk ToleranceRisk Tolerance

Linked DecisionsLinked Decisions


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Ef fect iv e D ecis ionf fect iv e D ecis ionMakin gakin g ProblemProblem

Be creative about your problem definition.Be creative about your problem definition.

Turn problems into opportunities.Turn problems into opportunities. Reexamine your problem definition as you go.Reexamine your problem definition as you go.

Maintain your perspective.Maintain your perspective.


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Ef fect iv e D ecis ionf fect iv e D ecis ionMakin gakin g ObjectivesObjectives

Let your objectives be your guide.Let your objectives be your guide.

Objectives determine what information you seek.Objectives determine what information you seek. Objectives can help you explain your choices to others.Objectives can help you explain your choices to others.

Master the art of identifying objectives.Master the art of identifying objectives.


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Ef fect iv e D ecis ionf fect iv e D ecis ionMakin gakin g AlternativesAlternatives

Dont box yourself in with limited alternatives.Dont box yourself in with limited alternatives.

Use your objectives and ask how?Use your objectives and ask how? Set high aspirations.Set high aspirations.

Ask others for suggestions.Ask others for suggestions.

Give your subconscious time to operate.Give your subconscious time to operate. IncubateIncubate

Never stop looking for alternatives.Never stop looking for alternatives. Think outside the box, brainstorm.Think outside the box, brainstorm.


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Ef fect iv e D ecis ionf fect iv e D ecis ionMakin gakin g ConsequencesConsequences

Compare alternatives using a consequencesCompare alternatives using a consequences

matrix.matrix. Use experts to help define consequences.Use experts to help define consequences.


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Ef fect iv e D ecis ionf fect iv e D ecis ionMakin gakin g UncertaintyUncertainty

Use risk profiles to simplify decisions involvingUse risk profiles to simplify decisions involving

uncertainty.uncertainty. What are the keyWhat are the key uncertainties?uncertainties? What are the possibleWhat are the possible outcomesoutcomesof theseof these

uncertainties?uncertainties?

What are theWhat are the chanceschancesof occurrence of each possibleof occurrence of each possible

outcome?outcome? What are theWhat are the consequencesconsequencesof each outcome?of each outcome?

Use experts to help define possible outcomes.Use experts to help define possible outcomes.


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Ef fect iv e D ecis ionf fect iv e D ecis ionMakin gakin g UncertaintyUncertainty

Use a Decision TreeUse a Decision Tree

Alternatives - Uncertainty - ConsequencesAlternatives - Uncertainty - Consequences


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Decision Tree

A

A Go

B

Go

B No Go

A No Go B

Go

B No Go


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Effective Meetings Decisions