There are a number of typical problems with meetings at work. They often start late and they overrun the agreed time. They don’t keep to the agreed agenda and are often dominated by the same few people all the time. Many participants often don’t speak clearly during the meetings, and afterwards, people have different views about what was decided. The list of problems goes on and on. But with a few simple techniques, it is possible to get your meetings back on track.
Questions
As you read the following discussion from a meeting, make a note of the answers to these questions:
1. What does Josh do to keep the meeting on track?
2. What does Josh do to make the meeting more inclusive?
Good morning, everyone. It’s already past ten, so let’s get started.
But Sue and Herbert aren’t here yet.
That’s OK. It’s important to get into the habit of starting on time. Otherwise, everyone will assume that they can just come late, and then we’ll always start late.
Yes, and then we’ll run out of time, like we always do.
You’re right. So, let’s get going.
Firstly, I’d like to update you all on our project concept. We’ve been working hard on it and I have a lot to tell you. To start with, we…
Thanks, Carina. We have only a couple of minutes for each point today, so can you just give us the highlights, please? Maybe you could send us a more detailed overview later.
OK, fine. Sorry. Basically, we’ve finished the project concept. We’re kicking off the project on the 15th. There’ll be three stages, and we aim to finish it by the end of next month.
Great. Thanks, Carina.
I’ll send you all an overview after this meeting.
OK, thanks. Now, I know that it’s not always easy to have spontaneous ideas or opinions, which is why I sent the key proposals before the meeting this time. I’m assuming you all got them and have had time to think about them. It would be great to get your thoughts, Andreas.
Yes, thanks for that, Josh. It’s very helpful for me to get the documents earlier because I like to have some thinking time before our meetings. Anyway, I like the proposals. I think they will work. Stage two is very intensive, which is why I think we need two more people from the engineering team — just for that stage. Otherwise, we’ll risk falling behind schedule.
What do you think, Sabine?
I came to the same view as Andreas after I thought about it for a while. When I first looked at it, I didn’t see that risk.
I agree, too. Thanks, Andreas.
So, we’ll need to inform their team leader to see if we can get the additional support.
Right. Can you take care of that, Andreas?
Sure.
So, let me summarize. Carina will send us further information on the project concept. Andreas will check with the engineering team leader to see if we can get two additional people for stage two. And I’ll continue to send out information before our meetings so people have time to prepare their thoughts and ideas. That’s it for now. See you all on Friday.
Answers
Here are the answers to the questions we asked:
1. Josh keeps the meeting on track in three ways:
- He starts on time (“It’s important to get into the habit of starting on time.”).
- He tells Carina that he wants her just to present the highlights (“We have only a couple of minutes... so can you just give us the highlights, please?”).
- He summarizes clearly and makes sure the meeting ends on time (“That’s it for now. See you all on Friday.”).
2. Josh makes the meeting inclusive in two ways:
- He asks specific people for their opinions (“It would be great to get your thoughts, Andreas”; “What do you think, Sabine?”).
- He sends the documentation before the meeting so that people will have time to prepare their thoughts and opinions. Not everyone is good at giving spontaneous opinions.
Reasons for using “which is why” or “because”
One approach is to focus first on the problems or reasons for the action, then to state the action that was taken — or should be taken:
- I know that it’s not always easy to have spontaneous ideas or opinions, which is why I sent the key proposals before the meeting this time.
- Stage two is very intensive, which is why I think we need two more people from the engineering team — just for that stage.
An alternative is to focus first on the action and then give the reason why this is useful:
- It’s very helpful for me to get the documents earlier because I like to have some thinking time before our meetings.
Useful phrases for effective meetings
A. Starting the meeting
- It’s ten o’clock, so let’s begin.
- We have a lot to cover, so let’s kick off this meeting.
- It’s important to get into the habit of starting on time.
- Those who are late can catch up.
B. Managing the communication
- Could you please limit your contributions to the highlights?
- Can you just give us the most important points?
- You could send a more detailed overview later.
- That’s a little off-topic. We’ll cover that at the end if we have time, or in a separate meeting.
C. Taking turns
- Can we each speak in turn and then open up a discussion?
- Let’s hear what some others have to say.
- First, Carina, then Andreas, OK?
- Andreas, what to you think?
- How do you feel about this, Ken?
D. Strong ending
- So, let me summarize, …
- In closing, we’ve agreed to…
- As action points, Andreas will… and I’ll…
- That’s it for now. We’ve reached the agreed finishing time.
- See you all next week.
Key tips!
- Start meetings on time, even if people are late. This sets the meeting culture.
- Finish on time, or earlier, if possible. Don’t overrun.
- Don’t allow people to dominate or hijack the agenda.
- Make it easier for quieter people to contribute.
- Summarize clearly with individual action points.
Sitzungen und Besprechungen sind oft weniger effektiv, als sie es sein sollten. Aber du kannst etwas tun, damit sie besser werden.