Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J....

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Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

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Page 1: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Leading Productive Management Meetings

Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D.

McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Page 2: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 2Leadership Communication by Deborah J. Barrett

Discussion Topics

Deciding when a meeting is the best forum

Planning a meeting

Conducting a productive meeting

Reviewing purpose, end products, and agenda

Establishing roles and ground rules

Using common problem-solving methods

Managing meeting problems and conflict

Ensuring meetings lead to action

Page 3: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 3Leadership Communication by Deborah J. Barrett

Deciding When a Meeting is the Best Forum

To determine if a meeting is the best forum, ask yourself the following questions:

What is the purpose? What do I hope to accomplish?

Will a meeting accomplish that purpose most efficiently? Most effectively?

Can I describe exactly the outcome I am seeking from the meeting?

Is our group more productive when we meet?

Page 4: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 4Leadership Communication by Deborah J. Barrett

Planning a Meeting

Clarify purpose, objectives, and end products

Decide on the following:

Attendees

Location, equipment, and room layout

Materials needed before and during

Meeting timing

Decision-making approach

Create the agenda

Page 5: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 5Leadership Communication by Deborah J. Barrett

Clarifying the Purpose and End Products

Before the meeting or at the beginning, write out and agree on your purpose and objectives.

Align those objectives with the expected end-products.

For example -

Objective

Identify major issues in the case

Determine possible approaches to issues

Assign tasks

End products

List of five issues

Written approaches or actions to find approaches

Action items with responsibility assigned

Page 6: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 6Leadership Communication by Deborah J. Barrett

Sample Meeting Planning Guide

Meeting called by: Attendees: Facilitator: Note taker: Objectives:

Major agenda items and timing:

Please read:

Please bring: Observers: Resource persons: Additional Information:

Creating a Planning Guide and Agenda

Page 7: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 7Leadership Communication by Deborah J. Barrett

Conducting a Productive Meeting

To conduct a productive meeting, you will need to do the following:

Review your purpose, end products, and agenda

Establish roles and ground rules

Use common problem-solving methods

Manage meeting problems and conflict

Page 8: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 8Leadership Communication by Deborah J. Barrett

Establishing Roles and Ground Rules

Sample Ground Rules

Discussions are to be informal and interactive

Our goal is to have open, nonjudgmental exchange of ideas

No idea is a bad ideaAll participants are

equal No sidebars are

allowed

Roles

Leader

Facilitator

Note taker

Timekeeper

Page 9: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 9Leadership Communication by Deborah J. Barrett

Using Common Problem-Solving Methods*

1. Brainstorming

2. Ranking or rating

3. Sorting by category (logical grouping)

4. Edward Debono’s Six Thinking Hats

5. Opposition analysis (is/is not, pro/con)

6. Decision trees

7. From/to

8. Force field analysis

9. The matrix

10. Frameworks

*See appendix for discussions of some of the methods.

Page 10: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 10Leadership Communication by Deborah J. Barrett

Managing Meeting Problems

Problem

1. Confused objectives and expectations

2. Unclear roles/ responsibilities

Management Approach Create agenda that includes

objectives and end products Send agenda out ahead of time Review agenda at the beginning

of meeting

Communicate roles and responsibilities before or at the beginning of the meeting

Page 11: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 11Leadership Communication by Deborah J. Barrett

Managing Meeting Problems (continued)

Problem

3. Confusion between process and content

4. Drifting off topic

Management Approach

Separate leader and facilitator roles

Call time outs for process checks

Stop and review objectives If digression continues, suggest

Continuing after meeting Placing topic on agenda for next

meeting or in “parking lot”

Page 12: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 12Leadership Communication by Deborah J. Barrett

Managing Meeting Problems (continued)

Problem

5. Data confusion or overload

5. Repetition/ wheel spinning

6. Time violations

Management Approach

Control versions of handouts Create simplified data packs Exclude data not relevant to

objectives

Control the discussion by reminding attendees of objectives

Always start on timeHave a time keeperRe-evaluate agenda topics/time limits

and build in cushion time

Page 13: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 13Leadership Communication by Deborah J. Barrett

Managing Conflict

High

Low

Level of cooperationHighLow

Level of assertiveness

Competing

Compromising

Collaborating

Avoiding Accommodating

Source: Adapted from Blake and Mouton, in Deborah Borisoff and David Victor, Conflict Management: A Communication Skills Approach, p. 6.

Page 14: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 14Leadership Communication by Deborah J. Barrett

Ensuring Meeting Follow-up Occurs

Assign specific tasks to specific people

Review all actions and responsibilities at the end of the meeting

Provide a meeting summary with assigned deliverables included

Follow-up on action items in a reasonable time

Page 15: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 15Leadership Communication by Deborah J. Barrett

Discussion Summary

Unproductive meetings may occur if a meeting is not the best forum to accomplish the tasks.

Ensuring a productive meetings means you need to plan the meeting carefully and conduct it with skilled facilitation.

Meeting problems and conflict need to be managed immediately and not allowed to linger.

To ensure needed actions occur following the meeting may require some micro-managing.

Page 16: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 16Leadership Communication by Deborah J. Barrett

Appendix:Some Problem-Solving Methods

Page 17: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 17Leadership Communication by Deborah J. Barrett

Traditional Brainstorming

Purpose: To generate a lot of ideas Characteristics:

Each person is expected to contribute an idea Ideas are not to be evaluated or judged Ideas must be captured just as they are Quantity is what is important, not quality A facilitator’s role is to keep things moving

and make sure the scribe captures all ideas Brainstorming ends when the ideas stop

coming or when time runs out

Page 18: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 18Leadership Communication by Deborah J. Barrett

Purpose: To encourage open and complete thinking about a problem (parallel thinking)

Characteristics: Each person figuratively wears a hat of the same color

and assumes the characteristics assigned to the color The colors are as follows:

Red = Emotions

White = Facts

Yellow = Possibilities

Black = Devil’s advocate

Green = Creative solutions

Blue = Evaluation of ideas

De Bono’s Six Thinking Hats

Page 19: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 19Leadership Communication by Deborah J. Barrett

The Matrix Purpose: To evaluate or diagnose problems, establish

positioning or approach, or determine level of difficulty in making changes

Characteristics: The matrix is usually a four box configuration with each

axis assigned an evaluative label An example would be the skill/will matrix:

High will

Low will

Low skill High skill

Page 20: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 20Leadership Communication by Deborah J. Barrett

Force-Field Analysis

Purpose: To explore problems and develop strategies for change

Characteristics: First, the problem is described, and then the

situation as you would want it to be is described.

What emerges are two sets of forces, one driving towards the desired goal and the other pushing in the opposite direction.

When the forces are found to be in equilibrium, no change can occur.

Page 21: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 21Leadership Communication by Deborah J. Barrett

From/To

Purpose: To establish accurate description of a current situation with a matching list of desired changes

Characteristics:Particularly useful in a change situationHelps uncover problems and improvementsVery useful in a team situation or idea

generating workshop

From To

Page 22: Leading Productive Management Meetings Lectures Based on Leadership Communication By Deborah J. Barrett, Ph.D. McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.

Chapter 7 - 22Leadership Communication by Deborah J. Barrett

Frameworks

Purpose: To simplify or make a complex idea more manageable, to capture visually the elements of a complex problem, or to force greater analysis

Characteristics: Can be original (the best usually are since

then they are tailored to the problem)However, numerous frameworks exist, which

can save valuable time and ensure comprehensiveness; thus, they should be part of every manager’s tool kit.


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