Meeting - how to properly prepare and conduct it?
Most of the employees associate the meeting with a boring, lasting much too long, meaningless meeting. The futility of such meetings arouses reluctance of employees, which results in a lack of commitment. The apparent lack of enthusiasm also adversely affects the leader of the meeting, who can and does have something important to convey, but is unable to break through the wall of impatience and the willingness of employees to leave the meeting place.
So, is it possible to conduct a meeting that will motivate employees to act and will not be a waste of time? You can and you must. There is no golden mean, but following the rules below will surely produce the expected results.
1. Meeting - informing employees
Providing employees with information about an appointment in advance is a good start. The indicated trick will eliminate attempts to explain the absence from the meeting due to urgent matters scheduled for that afternoon.
2. Gathering - purpose
It is quite natural to react to information about a meeting to be curious or concerned about its main topic. Therefore, it is worth informing employees in advance about the matter of the meeting. This will ensure that, firstly, they will not be surprised and, secondly, they will have time to prepare for it, and therefore, are likely to adopt a slightly more open attitude to interaction. There is no need to tell employees about the course of the entire meeting, but the main goal should be known to them in advance.
3. Meeting - matching employees to the topic
A meeting will be most valuable if it is attended by stakeholders and related to the purpose of the meeting. The biggest mistake of employers is raising topics on the forum that, for example, only concern the sales department. The presence of employees from other departments is unnecessary because it does not concern them at all. It will only create additional impatience. In a situation where employers want all employees to try to help solve a problem with the aforementioned sales department, make it clear and clear to them.
4. Collection - indication of the expected form of reaction
Depending on the nature of the meeting, the interaction of employees may be different. A typically informational meeting is unlikely to result in lively discussion, but only sporadic questions. It will certainly be different at the meeting devoted to the preparation of the new strategy. As a rule, it should involve brainstorming and an avalanche of ideas. Therefore, it is good for employees to know what form of reaction is expected of them.
5. Gathering - active participation of all participants
An effectively conducted meeting should include as many people as possible in the discussion. The task of the meeting leader is to mobilize everyone to speak and express their opinion on a given topic. If, despite a clearly expressed suggestion about the obligation to speak, the employee avoids contact, it is worth asking him a specific question and waiting for an answer. Such action may also positively affect other, inactive employees.
6. Meeting - Summary
Summary is one of the most important steps in a meeting. It should not be omitted, in order to end the meeting earlier in this way. During the summary, conclusions are grouped and re-articulated. The summary will make it easier for employees to remember the conclusions, and for those who took a short nap, to get to know them. It is becoming more and more popular to send employees meeting conclusions in electronic form. Thanks to this, they can refresh the content of the meeting at any time.
Not every employer has the ability to act before others. In such a situation, it is worth choosing a person with the appropriate predispositions to help or replace an employer. The employer cannot afford to completely step out of the host role. He should welcome the meeting and take an active part in the discussion that will be led by another person.
Only a properly prepared and conducted meeting will turn out to be effective. As you can see, it requires commitment on the part of both the employer and employees.