When is it appropriate to hold “stand up” meetings, that is, meetings where no chairs are provided? When you want short, focused meetings where attendees report on what they’re doing. It is not the way to get creative thinking! Read more
Arrange your meeting room to enhance your objectives. If you seek creative thinking, then don’t sit people at a boardroom table. That’s a good arrangement for analytical thinking. Instead, try a casual living-room style with couches and comfortable chairs. Read more
Many people worry about silence in a meeting. They think it means nothing is happening. Often, however, there is a lot going on in participants’ minds. Learn to be comfortable with silence and how to re-engage participants if the silence continues past the useful point. Read more
How to analyze the gap between where a team or company or group is at present and where they wish to be. Read more
Meetings can be very boring when we remove all drama and energy from them. Instead, look for the points of high interest and highlight them. Appreciate conflict as adding energy and focus on resolving disagreements. Your meetings will become interactive and truly interesting. Read more
Some meetings run well and do not need a facilitator. Or they think that is the case. If your role is to be the facilitator, do not force yourself on the group. Participate in a low-key way and offer your skills when the group appears to be stuck or unproductive. Read more
Additional situations that benefit from a professional facilitator have one or several of these factors: full participation is important, internal politics are strong, neutrality is crucial, past meetings have been frustrating, group commitment is essential, an outsider lends importance to topic. Read more
Any meeting can be improved by starting off right. How? Here are 5 easy steps to begin your meetings and focus them for successful results. Read more
Meetings tend to run long. Here are five techniques to shorten your meetings. Read more
Japanese-style decision making can give a good option in meeting management. Rather than identify one idea and say yes/no, explore the question and consult with all affected individuals. THEN, generate alternatives and choose among them. (source is Peter Drucker) Read more