Preparing an Agenda
Agree the purpose of the meeting and appoint a chair to lead it. Invite participants to suggest items for the agenda, and circulate a draft version in advance. Items (objectives for the meeting) should be prioritised and allocated a set time for discussion. Incorporate any additional items, and re-circulate the revised agenda (and any accompanying documentation) well before the meeting, to allow participants time to prepare. This will help ensure those attending know the purpose for the meeting and are ready to engage. Make sure that participants know what their role will be and any contributions they will need to make. Publicise the date, time and venue.
Venue
The meeting environment should be appropriate for the needs of those attending, as well as the meeting itself. Adequate heating and ventilation, and a good source of natural light, will positively contribute to the meeting. Accessibility and the availability of car parking, toilets and catering facilities should also be considered. A seating plan can be considered to ensure the best collaboration between participants. Round tables will encourage more equal participation compared to a more formal boardroom style set up.
Chairing
Effective meetings provide opportunities for participant involvement and require a variety of leadership styles by the chair. The person leading the meeting will need to be authoritative in order to keep the meeting on track, democratic in order to encourage input from others, and occasionally laissez-faire in order to avoid unnecessary interference in the proceedings.
The chair should open the meeting, introduce participants (if necessary), clarify the purpose of the meeting and establish timings. If appropriate, ground rules should be explained, such as switching off mobiles and not interrupting.
The chair should be neutral and encourage the participation of all present. Participants will be more willing to contribute if they feel their work and views are valued. Conveying warmth, using simple language and avoiding jargon can encourage a less threatening atmosphere and encourage greater participation. The chair should be aware of the mood of participants and gauge body language as well as verbal communication to assess this. The chair should try to ensure their own non-verbal communication matches what they are saying, to avoid sending confusing or mixed messages. Direct eye contact can be used to encourage participation. Individual involvement can also be sought through direct questioning, such as "What is your opinion, Alex?" or "What do you think?" Summarising and reflecting back participants' views can also help to keep the meeting focused. The chair should also intervene to manage irrelevant or long-winded contributions, and protect vulnerable participants. They should be able to unite, motivate and problem solve. The chair also has responsibility for ensuring voting is carried out correctly and cast the deciding vote if necessary.
Minutes
The minutes should be taken by someone other than the chair, although the chair has responsibility for checking that the minutes are agreed. They should be clear, factual, brief (summarising decisions and actions to be taken), mutually agreed, and circulated to all relevant parties. If appropriate, the date of the next meeting should be included at the end. Minutes provide a summary of the meeting for absent staff and for future reference. If a more detailed explanation of the decision making is needed, a detailed report or flow chart could be used to convey this.
Meeting Preparation Check List
- Book an accessible room
- Set a time limit for the meeting
- Nominate a chair
- Appoint a minute-taker
- Ensure the agenda is manageable and agreed by all
- Prioritise the items on the agenda
- Circulate the final agenda in advance
- Ensure all participants know why they are attending
- Arrange transport (if applicable)
- Organise catering (if applicable)
Contributing to Meetings
Come to the meeting prepared, with new ideas to contribute, and convey to others that their ideas are also valued and useful. Communicate your ideas clearly, concisely and decisively, making sure your contribution is informed, practical and relevant to the agenda. Your suggestions should inspire confidence and be agreeable to those attending. If they are not, you will need to persuade others of their worth. Also be prepared to negotiate and mediate to reach mutually satisfactory decisions, by finding common ground. Be prepared to troubleshoot if necessary, dealing decisively with disruptive or unhelpful behaviour. It may also be necessary to represent another party.
Encourage the group to solve any problems which arise. Remain calm and professional, and use open questions to invite input from the group. For example, "What are the alternatives?" "Do we have any other options?" "What do you all prefer?"
Ground Rules for Professional Behaviour
Agree ground rules at the outset, if necessary, to encourage a safe environment for sharing different viewpoints. For example:
- Respect one another
- Everyone has the right to speak
- Comments should be constructive not destructive
- Do not discriminate
- Use language sensitively
- Avoid interruptions
- Support each other equally
While not all of these elements are needed for the type of meetings undertaken within the department, it is useful to have an awareness of them, and to be able to apply them as and when needed. In future I will endeavour to circulate task group agendas further in advance, be more aware of participant engagement, contribute more as a participant myself, and produce more concise minutes.
References
Thomas, A. and Mason, L., 2003. Care management in practice. 2nd edition. Oxford: Heinemann Educational.
[CPD 1 hour]
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