Team Rules and Preferences for Great Meetings

Wow, That Was a Great Meeting! This describes the steps and flow of information around a team.

Sound: Monday Night Football theme music

Site Map  
About this site  

What happens in a meeting is the result of habits and assumptions which participants bring to a meeting. Great meetings are like a professional ballroom or ballet dance performance. Great coordination doesn't happen by accident. They are the outcome of investments in time and conscious dedication to excellence.

1. Exploring Each Other's Preferences and concerns.	Behaviors Process Setting Leader Preference Learning Mode Approach to Problem-Solving
2. Defining what may be better.	Leadership Style
3. Agreeing on how it should be.	Team Norms Specific Roles
4. Enforcing agreements.	Step-by-Step

Our workshops start by asking what we as participants don't like in meetings, then describe a great meeting:
The most common responses:

Desert caravan 3934.
Get this for your wall!

Behaviors:

What I don't like: People who ...	What I prefer: People who ...
show up late. don't bring notes needed dominate the conversation ignore what others have said interrupt each other insult others (make "cheap shots") shout at others insist on only one way - their way make threats make generalities use "leaps" of logic (illogical inferences) let beepers distract the whole room subject others to second-hand smoke in the room etc.	show up early. are ready as promised take turns with the conversation respond to what others have said wait their turn speaking thank and encourage others calmly explain examples propose options, alternatives refer to mutual goals supports accusations with examples present logically sound arguments set beepers to only vibrate or flash smoke outside or not at all etc.

Process:

What I don't like: Sessions which ... run overtime ramble on around various issues benefit one group at the expense of others don't end in definite decisions have no record of what happened repeat the same mistakes etc.

What I prefer: Sessions which ... end on the time agreed focus on addressing specific issues integrate the needs of the whole organizaton achieve concensus on definite decisions for action publish notes of decisions and the basis for those decisions refine techniques used in the meeting etc.

Setting:

What I don't like: Rooms which ... are too dark or too bright are too cold or too hot have an echo have restrooms nearby have water or drinks nearby have an accurate clock on the wall etc.

What I prefer: Rooms which ... have adequate lighting have adequate temperature control have adequate acoustics have restrooms nearby have drinks in the room or nearby have an accurate clock etc.

Leader's Preferences

What goes on in meetings reflect an organization's leadership style.

Autocratic (Top-Down Rule)		Democratic
Chairperson sets agenda sequence and time limits Statements are made to the chairperson Chairperson designates next speaker Individual Roles are assigned Participants' main role is to listen . Team discusses in order to assemble a package for approval. Disagreements are resolved between meetings in private. Some people are exempt from certain assignments.		Team sets agenda sequence and time limits Statements are made to the group as a whole, not to any individual Round robin turns to speak Work (coordinating, taking notes, flip chart, etc.) is rotated among members Participants' role is to decide . Team discusses in order to vote on questions Public disagreements are encouraged during meeting. Everyone shares equally in assignments.