I still stand by these words thou now there is more to say. Having an agenda at all gets you 80% of the way there, how do you cover the rest of the way? Better agendas of course!
In this entry, I will be sharing some thoughts on how to craft your agenda. These are the questions you as the meeting sponsor should be mindful of.
Why is this meeting needed?
In organizations, meetings are a way of life. In fact, once you become a manager, meetings are the way you get your work done.
A basketball player has his court, a sculptor his marble, a manager has his meetings.
Yet every meeting needs to have a purpose. Do you want to:
- Pass on some information to the team?
- Get an update from the team?
- Collaboratively solve a big strategic problem?
- Have the team update each other?
- Hold court so they all know who is boss?
If you don’t know what you want, the confusion will radiate across the whole group spreading woe and misery to all who have to sit in.
This doesn’t mean you have to be dead set on what you want to be done. It simply means you have to have an end goal in mind if then you have to modify it, at least you know what you are modifying.
Who needs to be in the meeting?
An organization, at least the successful ones, pull in one direction. To achieve this, you must understand what it takes to get things done.
You must be acutely aware of who can:
- Provide know-how on the meeting objectives
- Veto the meeting actions/decisions
- Will act on the outcomes from the decision
Provide know-how on the meeting objectives
In today’s economy, knowledge is specialized, this is why we form organizations, to bring together multiple domains of knowledge to bear on a single well defined problem.
With this in mind, if you are calling a meeting to solve a problem, it’s useful to think who would have expertise in these kinds of problems. This way you would save time otherwise wasted in trial and error.
Veto the meeting actions/decisions
I have heard of flat organizations, I am yet to see one without any kind of hierarchy and is a going concern.
Unless you are the owner and CEO, you probably have someone or a group of someones who can overturn your decisions. You need to be mindful of how important the purpose of the meeting is to them.
Consider inviting them to the meeting or at least sharing the important factors you are to discuss and have them give you their opinion beforehand.
Will act on the outcomes from the decision
Handoffs don’t usually work. If you want someone to do the work well, they need a sense of ownership over the work. The most effective way to get there is to co-opt them into the decision making progress.
Even if you don’t end up adopting their ideas, they should be sure their ideas were given full consideration and turned down on the basis of merit.
What will be the output?
A meeting that does not produce any artifact is better classified as a hangout.
You need to be clear on what exactly will be the output of the session. This can come in multiple formats:
- An action list
- A decision
- A report
- A statement
The idea here is a meeting is rarely a reason in itself for existing. It supports another process or a bigger objective. The output of the discussion then needs to come out in a format another person or team can consume.
How will the meeting be run?
Meetings come in all types, some are short and sweet others are long and engaging. The point is to identify how you plan on having the team work together.
Some of the common ways include:
- Individual updates in a round robin
- Brainstorming session where all ideas are dumped into a common board
- Listing session where ideas related to one item are solicited
- Executive update where the sponsor gives information and fields questions
- Timeboxed deliberation where agenda items are discussed with no aim for a resolution
The way of working will depend on your organization. The point is by being clear on it, you are able to make the most of the time the session runs.