EFFECTIVE MANAGEMENT
Agree to Grounds Rules for Productive Planning Meetings
By Joseph P . Truncale , Ph . D . Contributing Editor
Facilitating countless strategic planning meetings for businesses large and small has taught me many positive lessons . Among them is the power of starting out with an agreed upon set of meeting ground rules . Getting agreement on how the meeting will be organized and implemented can pave the way for better engagement and productivity .
Over time , I ’ ve developed a comprehensive list of meeting ground rules . Here are five of the most popular :
1 . Say what you think and feel : This is no time to be bashful . The planning process will come far short of the intended outcome unless everyone is forthright and direct . The meeting room should be a safe environment and ideally , away from the workplace where day to day distractions can break concentration and focus . Frankness and honesty with an equal measure of tact and diplomacy are the order of the day . Bryce Hoffman ’ s excellent book “ Red Teaming ” can be an excellent resource here .
Agreed-upon rules contribute to a successful , productive meeting
Photo : Getty Images / iStockphoto / courtneyk
2 . One person talks at a time : I have worked with groups willing to experiment with higher numbers , but the best results come when one person has the floor and can convey their thoughts completely and without interruption . We ’ ve all experienced meetings where two people pair off in conversation , seemingly intent on having their own meeting . They seem to think that no one notices or cares . Not so . This is disruptive , disrespectful , and annoying . A skilled facilitator will ensure that each participant will have an opportunity to offer their thoughts and ideas in concise and balanced way .
3 . Everyone participates , no one dominates : For planning to be effective , it is essential for the group to come together as colleagues . This means you will need to check your title at the door ( and yes , this includes the owner , president , CEO , etc .). Everyone is expected to listen and to participate actively in the process , and no one ’ s thoughts , ideas , suggestions , or recommendations are inherently more worthy based simply on title or position .
4 . We will have the meeting here and now : Too often , teams seem to reach consensus , the meeting ends and then later on , the real meeting starts . This is usually attended by a smaller sub-set of the group who only then speak openly and honestly , mostly about the flaws inherent in what was agreed to in the original meeting . This is not the way to a successful outcome . Have the meeting once and bring up issues , opportunities , and obstacles . The meeting will conclude with an agreed upon path forward with responsibilities , expectations and timelines clearly noted .
5 . Be fully present : Paradoxically , this is probably the most often agreed upon ground rule and the most widely ignored . To be “ fully present ” participants must limit distractions . This means no texting or checking emails while in session . In fact , there is no need to have smart phones anywhere in sight . Frequent breaks will provide ample time for participants to “ check in ”. Do not underestimate the impact distractions can have on the ability to focus and reach effective decisions . Anticipate and expect a bit of anxiety here as members suffer withdrawal symptoms that come from shelving their smart phones even for a while .
Whether you utilize these ground rules , modify some or all of them , add to them or create your own , the most important element of adopting ground rules is that the group unanimously agrees to endorse them and adhere to them once the meeting begins . This also means that any participant may call anyone on a ground rules violation (“ Hey , Brian is looking at his iPhone ”!) without fear of retribution from the rest of the group
Of course , having an experienced , skillful facilitator can help ensure that an acceptable list of ground rules is established and followed . Adding necessary structure to the process can bring about a productive , stimulating , and practical outcome .
For more information on preparing for and executing powerful , effective planning meetings , contact me at joe @ ajstrategy . com .
Joseph P . Truncale , Ph . D ., CAE , is the Founder & Principal of Alexander Joseph Associates , a privately held consultancy specializing in executive business advisory services .
He is the former CEO of the Public Relations Society of America ( PRSA ), the world ’ s largest public relations organization . Prior to joining PRSA , Joe was President & CEO of NAPL , a business management association representing leading companies in the printing , graphic communications , mailing , fulfillment and marketing services industry .
Joe specializes in strategy , customer analysis and organizational effectiveness .
He is a graduate of Monmouth University and he holds a Masters ’ Degree from Rutgers University . In 2011 , he earned his Ph . D . in Media , Culture and Communications at New York University and was the recipient of the Prism Award for Academic Achievement . His dissertation was a ground-breaking study of the leadership styles of highly successful entrepreneurial business executives in the graphic communications industry .
Joe served as Co-Chair of the New York University Board of Advisors and is an adjunct faculty member at NYU teaching graduate courses in Executive Leadership , Financial Management and Analysis , Finance for Marketing Decisions , and Leadership : The C Suite Perspective . He resides in Colts Neck , NJ .
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