MANAGEMENT
Evaluating, Improving, and Concluding Meetings
I
n Meeting Fundamentals—Part 1, we discussed along with any suggestions for on-the-spot im-
how to select meeting participants and devel- provements.
op an agenda. Part 2 focused on the heart of the
meeting: starting promptly, establishing useful Rate the Meeting’s Overall Success
ground rules, and keeping to schedule and on Plan to use a 5-10 minute window, prior to con-
task. cluding the meeting, to evaluate its effectiveness.
Now we’re going to focus on tracking the effec- This is a crucial step when trying to improve the
tiveness of meetings, analyzing what worked, and process for future meetings.
concluding the meeting. • Ask each meeting member to rank the meet-
ing from 1-5, with 5 designating the “most use-
Take the Pulse of the Meeting While ful” meeting or “most effective” at achieving the
It’s In Progress meeting’s goals.
Complaints about meetings being “a waste of • Use a roundtable approach and have each
my time” are much too common in business. Of member briefly explain their ranking.
course, participants make those remarks after the • The highest ranking employee or manager
meeting is over. Smart meeting managers ask for should speak last,
feedback while the meeting is still in progress, decreas-
enabling the group to make an immediate i n g
“course correction.” Real-time evalu-
ations are far more helpful to you,
your team—and your bottom
line.
• Take your meeting partici-
pants’ pulse—not literally, but
verbally. For meetings lasting a
half-day or longer, conduct 5-
10 minute “satisfaction checks”
every few hours.
• Ask participants whether they
feel the meeting is on track
1 ThinkBusiness
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