FACILITATING MEETINGS
Document Actions
Send this page to somebody
Print this page
How you facilitate a meeting depends on the kind of meeting. There are
two main kinds of meetings; organizing meetings and informational. Most
of the tips below are useful at organizing meetings, which will be most
of the meetings you hold in building a vibrant social movement.
Informational meetings are useful for quickly sharing a lot of
information with a group or leading a group training. Although
informational meetings are useful if you are trying to get people
involved in your activities you probably want to get them engaged and
active in meetings.
How do you run an effective meeting?
We all of have memories of meetings of unproductive meetings that seemed to last forever. Did you know that how you manage and run your meetings is one of the biggest "risk factors" for participation and member investment in your organization? ALL of the parts of a meeting are important—planning, logistics, chairing skills and principles. Facilitating a meeting means more than just moving the group through the agenda. When you chair a meeting, you are responsible for the well-being of the group and the members in it. That demands a certain amount of attention be paid to group dynamics and other process issues.
Remember: Running meetings is a SKILL, not something you are born knowing how to do. Just as with any skill, you will get better with practice—and more confident, too!
Planning the Meeting
1. Decide the goal of the meeting
Come up with a clear goal and the agenda becomes your road map to getting there.
2. Do your homework
If you need information or research for the meeting, do it before the meeting starts. That means you won’t waste time on that during the meeting.
3. Decide who needs to be there
Make sure the people you invite are interested in and a part of the topics that will be discussed, particularly for workgroup meetings.
4. Plan with others
This is a great way to develop new leaders AND get other people more invested in the work of your group!
5. Good agendas count!
List the amount of time you plan for each item. If someone other than you is presenting some part of the agenda, list that too, and SEND IT OUT AT LEAST A WEEK AHEAD OF TIME. Members of any group should know what they are coming to do!
6. If a meeting didn't go so well
Discuss, debrief and move on. Not every action and event will draw huge crowds. Persevere, get feedback and don’t be afraid to adapt. Try not to take things too personally and don’t forget to laugh at yourself.
Setting up the Meeting
1. Start and end on time
It's disrespectful to abuse members' time and about the biggest turn-off there is! If you must start late because only three people are in the room when you’re supposed to start, at least apologize! Better yet, get into the habit of starting on time EVEN if there are only three people in the room. Word will get around and eventually people will come on time or won’t come at all. If people keep showing up late, or not showing up at all, this may be a hint to change your meeting time, or your meeting pattern, or both.
2. Sign them in
Sign-in sheets do more than tell you who came. They also help update your membership list and give you names for phone trees. Be sure to include name, e-mail, phone number, and organization (if they’re affiliated with one).
3. "Pardon me, could you move your elbow?"
Meeting spaces should be comfortable and convenient. The room should be centrally ' located, and the right size for the size of your group. Get there early to set up and try to use a space where you can make a circle, not sit in rows like an auditorium.
4. All work and no play is no good!
Have informal time before and after the meeting for people to talk and socialize. That's a big reason people joined your group in the first place, and it's where you can recruit volunteers. Remember, sometimes "the meeting after the meeting" is where people get attached to the group—and also get their best ideas to bring to the next meeting!
5. A regular cycle
If you have a regular meeting cycle, people will start to save the date (e.g. the first Monday of the month); but DON'T HAVE A MEETING JUST TO MEET! Always have a clear goal or don't have the meeting.
Running the Meeting
1. Do introductions
That includes getting everyone to introduce themselves, as well as introducing yourself and your role. When there's a special speaker, his or her introduction is your job too.
Don't forget how good icebreakers can be to loosen everyone up! For ideas on icebreakers, do a quick search on the internet.
2. Decide how to make decisions.
The group must figure out how it will operate and make decisions (which, of course, is itself a decision) throughout the meeting. Several options might be: majority vote, two-thirds vote, or consensus. However, “consensus” does not necessarily mean that everyone has to feel the exact same way. Whether you decide to operate on consensus or not, it’s good to keep in mind that whenever you poll the group to see if they agree on an issue, give them more than a simply “yes” or “no” vote. Let them choose from these four options, each representing a different level of agreement.
• I agree with the (statement, proposal, etc.) and will fully support it. The participant is satisfied that the decision is an expression of the wisdom of the group.
• I can support the (statement, proposal, etc.) but I am not in complete agreement with it. The participant can “live with it,” even if not particularly enthusiastic about it.
• I do not agree with the (statement, proposal, etc.) but I will not actively oppose its adoption. The participant does not fully agree with the decision and needs to register a view about it, however, will not choose to block it.
• I do not agree with the (statement, proposal, etc.) and will actively oppose it adoption. The participant does not agree with the statement and feels the need to stand in the way of its being accepted.
As a general rule, when all participants have selected the first three, you have achieved consensus.
3. Get agreement on agenda and rules
Remember, it's everyone's meeting, and they need to “own” the agenda and the rules that will run the meeting. People don’t like being told what to do, so if there is difficulty in setting the agenda or rules, try suggesting solutions rather than enforcing them so that everyone can still feel ownership of the process and the outcome. Ask for feedback on the agenda before you begin.
4. Keep the discussion on track
If someone's going off the agenda or is speaking too long, pull 'em back in! Be gentle but firm: people respect a meeting that's run well. You can also try asking closed (“yes” or “no”) questions. These help to moderate a non-stop talker, direct the meeting to a specific topic, or regain order.
5. Watch the time!
Remember about starting and ending! Honor agenda time limits. If the group seems to want to go beyond the agreed upon time on an issue, ask for consensus from all members. A statement such as, "We've already used our allotted time for this issue. Would everyone like to continue on the topic for another ten minutes, or shall we go on to the next item on the agenda?" can be a good way to take the group's pulse on the matter.
6. Summarize what you hear
Wrap-up each agenda item by summarizing any conclusions out loud. Either the facilitator or a designated note taker should try writing key points on a board for everyone else to see. Then move on when no one objects or everyone agrees.
7. Encourage participation
There are several ways to encourage participation. If participation in the meeting is sparse or you’d like to encourage quiet members to participate, here are a few suggestions:
• Learn to be comfortable with silence. Don’t feel that you must always fill in the gaps in a conversation. In fact, because others are typically uncomfortable with silence, you might get them to keep talking.
• Ask open questions to those who have not gotten a chance to speak. Open questions are broad and allow for a narrative answer. They are used to gain lots of information and to begin a dialogue.
• Control the air-time so that all parties get a chance to speak
• Ask the meeting attendants, especially the quieter ones, what they would like to get out of the meeting and/or the group.
8. Rotate Positions
Try rotating positions, such as the facilitator, note taker, etc among members of the group. The only way others will learn is by watching you and then doing.
9. Following up on the meeting
You will want to gather information about how the participants felt about the meeting, what could be improved, etc. The Chair or a designated person may want to make follow-up calls, send out follow -up correspondence, and/or take some follow-up actions. It's helpful to have a list of the decisions made and what the follow-up plans will be. These post-meeting activities often serve as the glue that holds the group together.
This section was produced by the Community Tool Box http://ctb.lsi.ukans.edu/tools/EN/sub_section_main_1153.htm
How do you run an effective meeting?
We all of have memories of meetings of unproductive meetings that seemed to last forever. Did you know that how you manage and run your meetings is one of the biggest "risk factors" for participation and member investment in your organization? ALL of the parts of a meeting are important—planning, logistics, chairing skills and principles. Facilitating a meeting means more than just moving the group through the agenda. When you chair a meeting, you are responsible for the well-being of the group and the members in it. That demands a certain amount of attention be paid to group dynamics and other process issues.
Remember: Running meetings is a SKILL, not something you are born knowing how to do. Just as with any skill, you will get better with practice—and more confident, too!
Planning the Meeting
1. Decide the goal of the meeting
Come up with a clear goal and the agenda becomes your road map to getting there.
2. Do your homework
If you need information or research for the meeting, do it before the meeting starts. That means you won’t waste time on that during the meeting.
3. Decide who needs to be there
Make sure the people you invite are interested in and a part of the topics that will be discussed, particularly for workgroup meetings.
4. Plan with others
This is a great way to develop new leaders AND get other people more invested in the work of your group!
5. Good agendas count!
List the amount of time you plan for each item. If someone other than you is presenting some part of the agenda, list that too, and SEND IT OUT AT LEAST A WEEK AHEAD OF TIME. Members of any group should know what they are coming to do!
6. If a meeting didn't go so well
Discuss, debrief and move on. Not every action and event will draw huge crowds. Persevere, get feedback and don’t be afraid to adapt. Try not to take things too personally and don’t forget to laugh at yourself.
Setting up the Meeting
1. Start and end on time
It's disrespectful to abuse members' time and about the biggest turn-off there is! If you must start late because only three people are in the room when you’re supposed to start, at least apologize! Better yet, get into the habit of starting on time EVEN if there are only three people in the room. Word will get around and eventually people will come on time or won’t come at all. If people keep showing up late, or not showing up at all, this may be a hint to change your meeting time, or your meeting pattern, or both.
2. Sign them in
Sign-in sheets do more than tell you who came. They also help update your membership list and give you names for phone trees. Be sure to include name, e-mail, phone number, and organization (if they’re affiliated with one).
3. "Pardon me, could you move your elbow?"
Meeting spaces should be comfortable and convenient. The room should be centrally ' located, and the right size for the size of your group. Get there early to set up and try to use a space where you can make a circle, not sit in rows like an auditorium.
4. All work and no play is no good!
Have informal time before and after the meeting for people to talk and socialize. That's a big reason people joined your group in the first place, and it's where you can recruit volunteers. Remember, sometimes "the meeting after the meeting" is where people get attached to the group—and also get their best ideas to bring to the next meeting!
5. A regular cycle
If you have a regular meeting cycle, people will start to save the date (e.g. the first Monday of the month); but DON'T HAVE A MEETING JUST TO MEET! Always have a clear goal or don't have the meeting.
Running the Meeting
1. Do introductions
That includes getting everyone to introduce themselves, as well as introducing yourself and your role. When there's a special speaker, his or her introduction is your job too.
Don't forget how good icebreakers can be to loosen everyone up! For ideas on icebreakers, do a quick search on the internet.
2. Decide how to make decisions.
The group must figure out how it will operate and make decisions (which, of course, is itself a decision) throughout the meeting. Several options might be: majority vote, two-thirds vote, or consensus. However, “consensus” does not necessarily mean that everyone has to feel the exact same way. Whether you decide to operate on consensus or not, it’s good to keep in mind that whenever you poll the group to see if they agree on an issue, give them more than a simply “yes” or “no” vote. Let them choose from these four options, each representing a different level of agreement.
• I agree with the (statement, proposal, etc.) and will fully support it. The participant is satisfied that the decision is an expression of the wisdom of the group.
• I can support the (statement, proposal, etc.) but I am not in complete agreement with it. The participant can “live with it,” even if not particularly enthusiastic about it.
• I do not agree with the (statement, proposal, etc.) but I will not actively oppose its adoption. The participant does not fully agree with the decision and needs to register a view about it, however, will not choose to block it.
• I do not agree with the (statement, proposal, etc.) and will actively oppose it adoption. The participant does not agree with the statement and feels the need to stand in the way of its being accepted.
As a general rule, when all participants have selected the first three, you have achieved consensus.
3. Get agreement on agenda and rules
Remember, it's everyone's meeting, and they need to “own” the agenda and the rules that will run the meeting. People don’t like being told what to do, so if there is difficulty in setting the agenda or rules, try suggesting solutions rather than enforcing them so that everyone can still feel ownership of the process and the outcome. Ask for feedback on the agenda before you begin.
4. Keep the discussion on track
If someone's going off the agenda or is speaking too long, pull 'em back in! Be gentle but firm: people respect a meeting that's run well. You can also try asking closed (“yes” or “no”) questions. These help to moderate a non-stop talker, direct the meeting to a specific topic, or regain order.
5. Watch the time!
Remember about starting and ending! Honor agenda time limits. If the group seems to want to go beyond the agreed upon time on an issue, ask for consensus from all members. A statement such as, "We've already used our allotted time for this issue. Would everyone like to continue on the topic for another ten minutes, or shall we go on to the next item on the agenda?" can be a good way to take the group's pulse on the matter.
6. Summarize what you hear
Wrap-up each agenda item by summarizing any conclusions out loud. Either the facilitator or a designated note taker should try writing key points on a board for everyone else to see. Then move on when no one objects or everyone agrees.
7. Encourage participation
There are several ways to encourage participation. If participation in the meeting is sparse or you’d like to encourage quiet members to participate, here are a few suggestions:
• Learn to be comfortable with silence. Don’t feel that you must always fill in the gaps in a conversation. In fact, because others are typically uncomfortable with silence, you might get them to keep talking.
• Ask open questions to those who have not gotten a chance to speak. Open questions are broad and allow for a narrative answer. They are used to gain lots of information and to begin a dialogue.
• Control the air-time so that all parties get a chance to speak
• Ask the meeting attendants, especially the quieter ones, what they would like to get out of the meeting and/or the group.
8. Rotate Positions
Try rotating positions, such as the facilitator, note taker, etc among members of the group. The only way others will learn is by watching you and then doing.
9. Following up on the meeting
You will want to gather information about how the participants felt about the meeting, what could be improved, etc. The Chair or a designated person may want to make follow-up calls, send out follow -up correspondence, and/or take some follow-up actions. It's helpful to have a list of the decisions made and what the follow-up plans will be. These post-meeting activities often serve as the glue that holds the group together.
This section was produced by the Community Tool Box http://ctb.lsi.ukans.edu/tools/EN/sub_section_main_1153.htm
We are an international community of people of many faiths calling for social justice and political freedom in the context of new structures of work, caring communities, and democratic social and economic arrangements. We seek to influence public discourse in order to inspire compassion, generosity, non-violence and recognition of the spiritual dimensions of life.
