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Effective Meeting Management: How To (Really) Have Really Awesome Meetings — 4 Comments

  1. Hallo there, great article, simple, and reminds us of the “101” stuff!

    One different angle with regards to minutes and their potential function: In a number of cases, minutes do not only function as the documentation of decisions and actions, but also as a “memory jogger” of “where people stand” with regards to a particular topic. This can be important when trying to devise a strategy for “selling” an idea / standpoint at a later stage of an undertaking. Minutes can also function as a means of communication of opinions of people who may not have particular authority, but who by the nature of their function play a key role in the execution of a process, and who need to feel that “they have a voice.” It is an excellent way of showing that all participants were trully heard; well, at least it is a good way of giving people that impression 😉

    So, while I agree with the abridged version of “Executive Summary” stile minutes – typically documenting the “Do” part of a meeting, I also tend to spend some time making sure that the text also reflects the “Feel” part that was shared / experienced during the meeting.

    • Hi Athina,

      thanks so much for this comment & it’s a great point about capturing the ‘feel’ of the meeting and having a ‘memory jogger’.

      I find it a very interesting point in theory, but wonder how many times though, in the busy corporate world has that actually happened that someone has gone back to read minutes a 2nd time. You can possibly think of a few occasions, but I’d be surprised if that happens on a regular basis. In my experience, in some places, it can be a challenge to get people to read minutes a first time, let alone go back and re-read them. Decision points & actions, yes but detailed minutes, not so much in my experience – they are less likely to get read at all.

      So on balance, though I do see your point and think it’s a very good one, I think in most cases, capturing the critical points and circulating these quickly is the way to go – which also means they are more likely to be read and acted upon.

      There are a few notable exceptions of course – e.g. legal situations, disciplinary meetings or other occasions where the meeting actually warrants every word being recorded (usually in this case the minutes will just be a complete transcript in any case) – and of course this whole area and what’s suitable depends and varies on the culture of the organization.

      I guess my question to you on this point would be about the trade-off between taking the time to carefully write the minutes – and presumably that would need to be careful and ‘crafted’ as you mention some sensitivity around people in the meeting feeling that they have had their voices heard, and the cost to the organization in terms of the meeting doing what it was meant to do from a business perspective and people acting upon the outcomes (decisions & actions) in a timely fashion – that includes getting the minutes written, circulated and the likelihood of all relevant parties reading & acting upon them.

      In fact, in some environments, it may be better to take some of the ‘feel’ out of the meeting by way of sticking to the facts, decisions and actions 😉

      (I can certainly think of some meetings I’ve been party to where it wouldn’t be productive for anyone to be reminded of what the feel of the meeting was like)

  2. I love what you’re saying here. More people who make meetings should read this – maybe we can bring down the number of unnecessary meetings if people actually knew how to run them.

    The two points that resonated with me were agenda and objectives. I can’t count how many meetings I’ve had where those two things were ignored. I remember having daily meetings with staff that were aimless and had no purpose. The funny thing was the climate was so repressive that no one ever dared tell the supervisor that the meetings were like that. When he asked everyone what they thought, everyone said the meetings helped and his idea to have them were good. Yet behind his back, we all hated them. I wish he had read this before starting them – we would never have had them to begin with.

    • Thanks Steve,

      I do think a lot of meetings in the corporate world are just completely unnecessary (and therefore a waste of time) but in most cases, at least many of these meetings can be hugely more efficient with just some basic changes (e.g. agenda and objectives).

      This doesn’t mean it has to be more formal which is a common excuse for why meetings don’t have these in place.

      Thanks for sharing your experience with the meetings that your colleagues secretly hated – I’ve heard a lot of stories like that…

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