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Conducting Positive Meetings

March 10, 2018 By Cath Duncan

Awesome leaders are good to be around. They don’t waste people’s time, they are clear, engaging and purposeful. Oh, and they run their meetings that way, too!

Here’s a checklist to run positive meetings that everyone sees the value in attending and that result in things getting done, with increased accountability.

Prepare thoroughly
• Is a meeting the best way to get the outcomes needed? If no, get creative and use other, more effective means. If yes, schedule the meeting.
• Be able to (and do) state the purpose and goals of the meeting.
• Circulate an agenda in advance of the meeting.
• Invite the people needed to accomplish the goals.
• Did you use pre-meeting discussions to ensure participants were prepared?

Confront the issues
• Lead the group through the issues.
• Take a stand on tough issues.
• Get the group to define and, therefore, own the solution.
• Bring the meeting to the point of decision.
• Ensure that tasks are clearly defined, allocated and deadlines set.

Perform like a leader
• Enter the room mindful of your behaviour and the leadership values you want to project
• Establish and adhere to your and the meeting guidelines (if any).
• Be relaxed when needed; assertive when required; and fair to all participants.
• Encourage others to speak out and reveal their thinking and honour them for doing so.
• Be open-minded to the possibilities when new ideas are expressed.
• Manage the meeting agenda so that you stick to the start and stop times.

Follow-up
• Confirm tasks and deadlines by email.
• Confirm tasks with the individual’s team leader if the individual is outside your reporting chain.
• Distribute minutes of the meeting within 48 hours.
• Acknowledge help and significant contributions by others.
• Identify ways to improve your leadership next time.

Filed Under: Influencing Conversations, Leading & Facilitating Groups Tagged With: Coaching, Leadership, meetings

Cath Duncan

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After decades of coaching, consulting and facilitating powerful executives we have observed that leaders rise to their positions relying on a specific set of values and traits. But in time, every executive reaches a point when their performance suffers and failure persists. Very few understand why or how to prevent it.

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