March 02, 2001, 3:51 PM — PEOPLE COMPLAIN ALL the time that they spend half their time at meetings and they don't get much done," says Frances A. Micale, CEO of Micale Training Corp. in Atlanta. For people who spend part of their workweek closeted in meetings, such observations ring all too true. It doesn't have to be that way. From those who collectively have run enough meetings to make most of us shudder, here are some tactics to keep in mind.
Know your objective. Be clear what you want the meeting to accomplish. Then share that goal with the meeting attendees before or at the beginning of the meeting.
Develop an agenda. "Your agenda is going to get you to your objective," says Micale. On the agenda, identify the meeting topic, the start and finish time, the attendees, the presenters and their topics, as well as the time allotted for each agenda item.
Invite the right people. Too often, says Micale, "people are drawn away from their jobs without the slightest thought of whether they need to be there. You end up inconveniencing them, having them resent the fact that they don't know why they are there and costing the organization their salary."
Start on time. When Alan Goldsworthy started as CEO of Applix, a provider of customer analytics and business planning (such as CRM) based in Westboro, Mass., he started fining employees $1 for every minute they were late to a meeting. "People are much more mindful that a meeting has to start on time," says Goldsworthy. He starts his meetings on time regardless of stragglers.
Facilitators should never be late, says Eli Mina, a Vancouver, Canada-based professional meeting facilitator. "If they're late, it gives everyone else license to be late."
Use a skilled facilitator. Jamie Walters, president of San Francisco-based InnoVision Communication, a company that advises businesses on internal communications, suggests that the facilitator be "someone who can keep participants focused on the agenda items and navigate prickly interpersonal issues so that the meeting is effective instead of dysfunctional." The facilitator should also ensure that the meeting isn't dominated by one or two people. Micale advises against the boss as facilitator so that attendees won't be inclined to say what they think the boss wants to hear, even if it is the boss's meeting.
Have tools available. To avoid "last-minute scrambling," Emma Pearson-Stoner, a vice president at Miller Shandwick Technologies public relations agency in Boston, makes sure before meeting time that equipment that might be needed
