BUSINESS DEVELOPMENT
Making the Most of Meetings at Work:
PART TWO: THE FACILITATOR ROLE
TRAINER AND MOTIVATIONAL SPEAKER FRANK NEWBERRY HAS BEEN HELPING PEOPLE TO GET BETTER RESULTS IN THE WORKPLACE FOR OVER 30 YEARS. HE IS CONVINCED THAT WE CAN ALL CONTRIBUTE TO MAKING MEETINGS AT WORK MORE PRODUCTIVE AND MORE ENJOYABLE.
IN THE FIRST PART OF THIS SERIES I EXPLAINED THAT IN WORKPLACE MEETINGS THE EXECUTIVE SECRETARY IS A PERSON WHO SUPPLIES THE ENGINE OIL THAT ENSURES THE SMOOTH RUNNING OF THE ‘ENGINE’. THE ‘ENGINE’ BEING THE COMMITTEE, THE BOARD OR ANY GROUP OF PEOPLE WHO MAKE DECISIONS THAT ULTIMATELY RESULT IN THE ORGANISATION MAKING PROGRESS.
The Executive Secretary helps the Chair - before, during and after meetings - by helping him or her to:
1 Prepare and circulate meaningful agendas (before the meeting);
2 Determine who does which action points (during the meeting), and then
3 Chase up the action points (after the meeting) so that progress is made as intended.
EVERY PERSON AT THE MEETING IS COMMITTED This vital Executive Secretary role can also be combined with that of the FACILITATOR. The job of the Meeting Facilitator is to work with the Chair to ensure that the discussions at the meeting are meaningful and the decisions taken are ‘owned’ by everyone at the meeting. ‘Owned’ in this instance would mean every person attending the meeting being fully committed to making sure that the decisions taken and action points agreed are implemented fully. What about the Chair? Well the Chair is still ‘in charge’ but with a Facilitator on hand she/he can now contribute fully to the meeting without having to worry so much about matters like, for example - maintaining a balance in the debate. The Facilitator takes care of that for the Chair.
THE MEETING WAS ALL TALK AND NO ACTION You may, like me, have attended meetings where people have ‘talked a good game’ only to find that little or no action at all is taken after the meeting. You could be forgiven for calling such a meeting ‘all talk and no action’. I worked with one committee member who in recent times discovered that one of the key players at their meetings would happily agree to all the action points at the meeting but afterwards would only implement the ones he liked. The rest were delayed or deleted from the next set of minutes.
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