Becoming a Change Agent: Mastering Meetings

“Everything is in a state of flux, including the status quo.”(Robert Byrne)

Developed byKit Alvarez, CRYROP

What do Administrators do all day long? A. Play 9 holes of golf? B. Talk on the phone? C. Shuffle paperwork? D. Give orders? E. Ride the meeting merry-go-round? F. Visit classrooms? G. Gossip with office colleagues?

The number one answer is??????

ATTEND MEETINGS!!!!!!

Five “W’s” of Meetings: (foundation of good meeting planning)

Who What Why When Where

…seems simple enough…….

WHO??? Give careful consideration to

who is asked to attend. Everyone with direct

responsibility for items under discussion should be represented.

Those affected by the meeting are secondary choices.

Don’t forget that “staff” means both certificated and

classified.

WHAT??? Information that can’t be covered in

writing conveniently or economically. Decision making which requires input or

a vote from all. Management decisions that would be

facilitated by observation, feedback, person to person communication with the staff.

WHY??? To bring the entire

staff together periodically for information.

To conduct the business of the school in the most expedient way.

WHEN???

Schedule staff meetings on a regular predetermined basis. If one isn’t necessary, then cancel it.

Rule of thumb: as few as possible, rather than as many as possible.

Have a meeting only when it is necessary.

WHERE???

Location, location, location!

Convenient, comfortable.

Appropriate for accomplishing the tasks at hand.

Tips for Planning Meetings:

Schedule all staff/faculty meetings with agenda topics in advance, for the year if possible.

Publish meeting dates and major topics for all to view in advance, using a meeting calendar if possible.

Remember, planning is a prerequisite to leading. Experience reveals that the quality of decisions rises

with the reduction of meetings. Plan meetings based on the tasks to be achieved.

Meeting Room Arrangements “ Do’s and Don’ts”

Select a square room Large room Windowless to avoid

distractions Horseshoe seating for 25 of

fewer Circular tables for small groups Walk among the audience Use a small table for the

speaker Try to get the most comfortable

chairs available Make sure people can see

Avoid rectangle rooms Avoid over crowding Avoid brightly colored rooms Never use theater style

seating Speaker should never be

more than 25’ from audience Don’t use raised platform or

a lectern Don’t place objects between

the speaker and the audience

Group Dynamics:

To make groups effective in meetings, begin teaching the characteristics of an effective and constructive group.

Develop a safe atmosphere for work.

Group Dynamics:

All contributions are viewed as belonging to the group, not the individual.

Suggestions do not have to be defended of owned by the group.

Ideas can be used or not used without hard feelings or punishment.

Individual ideas are not to be micro-evaluated, but viewed as a concept and a possibility.

All members participate, in a variety of ways.

When groups have trouble, STOPSTOP, and find out why!Sample problems: repeating points over

and over lack of participation ideas being attacked 2-3 people dominating personality conflicts Stop the work, and

shift the discussion to the problem.

Discussing Group Problems: Always stop and discuss, never ignore

and push ahead! Explain that conflict is inevitable, and

often will help to clarify the issues, and provide opportunities to explore all sides of the issue, and reach creative solutions.

If conflict is open, it is subject to group control & management. If it is disguised, it is out of control!

Practicing Consensus

Consensus exists in a group when every member is willing to “go along” with the decisions of the group even though it may not be everyone’s 1st choice.

Make everyone aware that nothing can be decided without consensus.

The purpose of consensus is to produce decisions that most members will actively support and that no member will intentionally sabotage.

Consensus-continued

Total group participation in decision making always helps produce feelings of satisfaction, responsibility, and commitment toward group efforts.

One techniques is to pose a solution, and everyone makes a comment about it. The decision gets modified until everyone can “go along with it.”

Key: modifying positions until agreement is reached.

Setting the tone for effective meetings:

Appearances do count & your attitude and behavior influence the meeting climate.

Be organized, prepared, and ready to start meetings on time.

Rehearse what you’re going to say with assistants. Their input is valuable. Once something is said, it can’t be taken back.

Knowledge and efficiency are exhibited through preparation which helps to build trust and confidence in your leadership.

Leadership do’s: check meeting room in

advance check seating have refreshments have materials ready

and in place before meeting

use A/V aids as much as possible

greet people by name share positive things

you have heard be enthusiastic

size up mood of staff show concern for

comfort of staff let people stand and

stretch during meeting be considerate dress in an executive

manner start and end meetings

positively explain why you think

something is important thank the attendees

Leadership don’ts:

minimize anyone’s problems

tense or criticize show displeasure be late wear casual clothes tell jokes swear or use slang pat yourself on the

back

complain about your day

write on a board while talking

pass the buck glorify the office think that you always

have to make decisions immediately or publicly before a meeting ends

Managing Late Meeting Arrivers

Recognize that chronic lateness may be motivated by a desire for:– Power– Attention– The appearance of

being important or very busy

Strategies

Don’t note the late arriver or take the time to repeat– this interrupts the meeting and multiplies negative impact of tardiness

Repeating wastes valuable time, and offers reinforcement to attention seeking behaviors

Continue with the meeting and encourage tardy participants to wait until the end to get caught up

Find other ways to meet the attention seeking needs of late arrivers

Ask them to make presentations at the beginning of future meetings

Arrange for them to lead discussions in their area of expertise early on the agenda

Provide assistance to those who really have difficulties with organizational skills

Tip, tips, and more tips... Set time limits on your

meetings - stay on time add a little formality to your

meetings, i.e. adopt the agenda, make special introductions,etc...

take attendance encourage discussion summarize results of your

meeting /recap accomplishments

record minutes, number items for easy reference, and distribute immediately.

If the organization is changing, you probably need to be changing too.

“If you have always done it that way, it is probably wrong.”Charles Kettering