How to run effective meetings hu

How to run effective meetings hu

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  How to RunEffective Meetings Management Skills Asma Sharabati
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  Some common complaintsabout meetings include: ❑ Starting late ❑ Not having a purpose ❑ No clear objective for the meeting ❑ Disorganized ❑ Some attendees don’t participate ❑ Some attendees do all the talking ❑ Longer than they need to be ❑ No common understanding of the results
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  three steps foreffective meeting : 1. Planning the meeting 2. Conducting the meeting 3. Evaluating the meeting
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  Planning the Meeting
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  Planning the Meeting
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  Conducting the Meeting
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  Conducting an EffectiveMeeting ❑ Start the meeting with some general information about the purpose. This gives everyone the same foundation from which to begin the communication. ❑ Establish ‘‘meeting-keeping’’ roles such as timekeeper, agenda cop, scribe. This will help en sure that the meeting runs smoothly and that meeting notes will be available for everyone. ❑ Introduce the use of a ‘‘parking lot.’’ When a participant introduces a topic that is not on the agenda, have her put the thought on a Post-it Note and place the Post-it on the parking lot (a piece of paper taped on the wall with the words parking lot at the top of it). In this way, the thought is acknowledged and not forgotten.
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  ❑ Follow theagenda. ❑ Generate discussion among all attendees. Ways to do this include: —Asking for feedback —Asking another attendee to paraphrase what was just said —Encouraging participation by asking quiet attendees what they think —Reflecting on what you think is being said or thought —Supporting participant ideas ❑ Recap the outcomes or results of the meetings. Make sure that each attendee knows the action expected of him/her based on the meeting.
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  ❑ Meet yourtime commitments. If the meeting is running late, ask participants if they are able to extend the time, or reschedule the meeting continuation for another time. ❑ Review ‘‘parking lot’’ items. If possible within the originally scheduled time, address these concerns. If time will not permit, ask if another meeting needs to be scheduled with these items on the agenda. ❑ Set a time for a next meeting. ❑ Ask for a meeting evaluation. This ensures that participants have an opportunity to let you know what worked well in the meeting and what they would like to see done differently.
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  What if…??
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  Evaluating the Meeting
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  Evaluating the Meeting
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  Evaluating the Meeting
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  To Ensure aSuccessful Meeting Ensure That the Right People Attend, at the Right Time and Place, and That They Reach the Right Decisions
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  Role of themanager when Chairing a Meeting • Keep discussion focused on the topic • Intervene if discussion fragments into multiple conversations • Tactfully prevent anyone from dominating
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  Role of themanager when Chairing a Meeting • Bring discussions to a close • Ensure all participants are aware of all decisions that have been reached • Notify group when time for an item has expired
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  IN SUMMARY .. .
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  IN SUMMARY .. . Without proper preparation, meetings can be a waste of time. Agendas are critical to keeping a meeting on track and keeping all participants informed. Agendas must list one or more objectives, which state the purpose of the meeting. Invite only the necessary people to meetings to keep the group focused and active.
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  When leading ameeting, speak with energy, tone variability, and hand gestures. Maintain eye contact with your listeners. Listen carefully and completely before preparing to disagree with someone. At the end of the meeting, summarize all the actions or decisions that were made to be sure everyone is in agreement.
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  References • Ellis, CarolW., Management skills for new Managers, American Management Association, 2004. • Communication Skills, Ferguson Career Skills Library, 2004.
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  Best Wishes Asma Sharabati asma_hatem@hotmail.com Management Skills part 4 Hebron University 2011
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  Managerial skills AsmaSharabati Hebron University
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  DEFINITIONS: Greenberg and Barondefines a team as ‘a group whose members have complementary skills and are committed to a common purpose or a set of performance goals for which they hold themselves mutually accountable’ Stephen Robbins describes a work team as ‘a group whose individual efforts results in a performance that is greater than the sum of those individual inputs’
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  • A teamis a group of people formed to achieve a goal. Teams can be temporary, or indefinite. With individuals sharing responsibility, the group as a whole can take advantage of all of the collective talent, knowledge, and experience of each team member. • Team building is an organized effort to improve team effectiveness.
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  Teamwork Considerations • Trust •Effective communication, especially listening • Attitude positive "can do" • Motivation to perform and improve • We mentality • Ownership of process with pride in accomplishment • Respect and consideration of others • Keeping focus
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  What Makes aGood Team? • A true team is a living, constantly changing, dynamic force in which a number of people come together to work • Team members discuss their objectives, assess ideas, make decisions, and work towards their targets together
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  Why Team? Benefits ofTeams: Better decisions and motivation Everyone can participate Nurtures improved working relationships Encourages rewards in the work itself Freer contribution of information Increases communication Thrusts an organization towards common goal Supports an organization-wide perspective
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  Benefits Of Teamwork Integration of the Talents The Collective Utilization and Competencies Of Individuals’ Efforts they Possess
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  What Benefits CouldTeams Provide Your Organization?
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  IMPORTANT CHARACHTERISTICS OF A TEAM: 1. SMALL NUMBER: A team consists of few people as the interaction and influence processes needed for the team to function can occur only when the number is small. 2. MIX OF SKILLS: A team includes people with a mix of skills appropriate to the task to be done. 3. COMMON PURPOSE OR GOAL: A team comes together to take action to pursue a goal. The purpose becomes the focus of the team, which makes all decisions in pursuit of the goal. 4. MUTUALLY ACCOUNTABLE: Mutually accountable is a kind of promise that members make to each other to do everything possible to achieve their goals, and it requires commitement and trust of all members.
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  Finding the RightBalance Of Skills Technical In disciplines expertise Problem-solving Team-working skills skills Ability to cope Ability to make clear decisions with others
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  Responsibilities Team Leader • Moves the team to accomplish its task • Provides a conducive environment for getting the work done (location, resources) • Communicates with the team
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  Team Facilitator • Makesthings happen with ease • Helps the group with the process • Enables the group to produce the "how" decisions • Note: Facilitators may be members or non- members of the team.
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  Team Recorder • Writesdown the team's key points, ideas and decisions • Documents the team's process, discussions, and decisions
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  Team members • Displaysenthusiasm and commitment to the team's purpose • Behaves honestly; maintain confidential information behind closed doors • Shares responsibility to rotate through other team roles • Shares knowledge and expertise and not withhold information • Asks questions • Respects the opinions and positions of others on the team, even if the person has an opposing view or different opinion
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  What makes teamswork?
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  Points to Remember •A team member is still an individual, and should always be treated as such • Cross-functional teams offer the chance to learn about roles and work of others
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  Understanding Team Dynamics An Overview of Tuckman and Jensen’s Four-Phase Model Educational psychologist Bruce Wayne Tuckman, Ph.D. was charged by his boss at the Naval Medical Research Institute, Bethesda MD with a review of 50 articles about team behavior. From this body of work, Dr. Tuckman conceived his theory of group developmental processes in 1965.
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  Stage 1 -Forming During the first stage, the team is becoming acquainted with each other and teamwork. Members are building rapport, honesty, trust, and open communication. They are trying to determine what it takes to fit in. The team members usually have great enthusiasm for the project. However, they do not know how to work as a team to accomplish it. During this stage the team is deciding what they need to accomplish and who needs to accomplish it. The Forming stage. Groups initially concern themselves with orientation accomplished primarily through testing. Such testing serves to identify the boundaries of both interpersonal and task behaviors. Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders, other group members, or pre- existing standards. It may be said that orientation, testing and dependence constitute the group process of forming.
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  Stage 2 -Storming Stage 2 is characterized by being overwhelmed by the information and task. Sometimes power struggles, emotions, and egos become evident. This stage is the most difficult to overcome. Some teams never progress past this stage. If this happens, they should be disbanded. To move forward to the next stage, the team must find some small success as a group. Once the team understands they can perform as a team, the team usually progresses to the next stage. The Storming stage. The second point in the sequence is characterized by conflict and polarization around interpersonal issues, with concomitant emotional responding in the task sphere. These behaviors serve as resistance to group influence and task requirements and may be labeled as storming.
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  Stage 3 –Norming During Stage 3 the team moves toward the mission. In this stage customer contact and measurements can help the team members start to assist each other and focus on the mission. This is the first stage where the team is actually working as a team. Here the team knows how to operate as a team. The Norming stage. Resistance is overcome in the third stage in which in- group feeling and cohesiveness develop, new standards evolve, and new roles are adopted. In the task realm, intimate, personal opinions are expressed. Thus, we have the stage of norming.
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  Stage 4 -Performing Finally in stage 4 the team becomes effective. The team members work together to achieve the mission. The Performing stage. Finally, the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities. Roles become flexible and functional, and group energy is channeled into the task. Structural issues have been resolved, and structure can now become supportive of task performance. This stage can be labeled as performing.
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  Stages of Team-development The team first comes together; discovering "Why? What? Who? When?". Conflicts have not begin to emerge yet
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  manager’s Role Forming Use socializing and team discussion to initiate group work
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  Stages of Team-development Forming Storming Disagreements arise about what needs to be done and who will do it. People are annoyed by The restrictions imposed by the team
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  manager’s Role Forming Storming Assert your authority to defuse conflict in the team
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  Stages of Team-development Forming Storming Norming The goals, roles, and boundaries have been clarified and accepted by team members. They have taken ownership and accountability for getting the work done
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  manager’s Role Forming Storming Norming Encourage team members to establish a creative work pattern
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  Stages of Team-development Forming Storming Norming Performing The team becomes a true team, working in harmony, supporting one another. The team, not the leader, manages the project. Team members make adjustments to keep the deliverables on track
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  manager’s Role Forming Storming Norming Performing Build-up team faith in their collective ability and skills
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  Identify what stageof team development your team is in. My team is in the ______________________ stage.
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  What Will ItTake To Make Your Team a Success?
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  manager’s Role in Team-building Process • Identifying purpose of forming team • Selecting team members • Identifying strengths and weaknesses • Setting objectives and clarifying issues • Allocating roles and responsibilities • Supporting team members
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  manager’s Role in Resolving Team Conflicts • Clarifying impact of conflict on performance • Identifying causes of conflict • Inviting parties to explain their points of view suggesting solutions • Selecting appropriate methods for solution • Agreement on roles to resolve the conflict • Developing a plan of implementation
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  Action Steps toSuccess Step 1 Ensure That All Partners Have a Part in Developing the Shared Vision and Common Goals. A jointly developed shared vision that incorporates all partners’ expectations for the project and that accommodates individual and organizational agendas is a good foundation for building a functional team that will collaborate to reach a common goal.
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  Step 2 Define MemberRoles and Responsibilities. Defining and articulating roles and responsibilities demonstrates that the collaboration has carefully planned how partners can contribute to the success of the problem-solving initiative or other community policing project. Collaborations should define the roles and responsibilities of the lead agency, partners, committee chair, meeting facilitator, and members. For each of these roles, the collaboration should define:
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  • What doesit mean to assume one of these roles? • What am I responsible for if I take on this role? • How long will I have to serve in that role? Developing a glossary of collaboration roles and responsibilities answers questions, defines relationships, and promotes individual and group accountability. Clear expectations allow members of the partnership to have the information they need to make informed decisions regarding participation. Moreover, clearly defined roles and responsibilities increase the likelihood that members will accept tasks that are reasonable and ensure that the action plan will be successfully implemented.
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  Step 3 Involve AllPartners in Project Activities, Meetings, and Discussions. Whenever possible, try to schedule meetings so that all partners can attend. Develop mechanisms to inform partners of meeting minutes and decisions, especially those partners who were absent from a particular meeting. Maintain open communication and share decision making through consensus. At times, core partners may be tempted to make unilateral decisions or undertake tasks without team input or assistance, especially if these partners feel that not enough progress has been made. Developing a pattern of operating single-handedly, however,is a sure way of alienating partners and losing resources.
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  Step 4 Seek Commitmentfrom Partners. Team leaders should seek commitment from partners to participate actively as a team in the collaboration. This commitment can be gained and sustained if core partners lead the team with consistency and integrity, respect the membership’s diversity without attempting to change individuals, and if core partners strive to generate equal participation and meaningful contribution by all collaboration members. Core partners who use their influence to compel other partners to participate or concede to “team” decisions may achieve compliance, but they will not generate teamwork.
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  Step 5 Acknowledge andReward Team Members. Ensure that all team members know how their individual efforts contribute to the team’s effort and to the common goal. Acknowledge, credit, and support individual efforts as vital to the success of the collaborative initiative. Encourage all partners to continually share their individual contributions with the entire team.
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  Team Cohesion HasA Great Effect on Productivity Cohesion Productivity
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  Time spent together Challenges Proximity of Facing team Team members Previous Size of team achievements
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  References • Teamwork andTeam Building Student Manual CorporateTrainingMaterials.com • Teamwork Strategies Collaboration Toolkit • Section 6: Teamwork Strategies