of my office until Wednesdav, Mav 20.

" If Vou screen vour calls as a time man-

agement technique, tr1, this message: "I'm not near mV phone right now, but
I should be able to return calls after 3:30."
Test your message. Cal1 vour number and assess Vour message. Does it sound
inviting? sincere? Understandable? Are vou pleased with your tone? If not,
ruys o.t" consultant, have someone else, perhaps a professional, record a mes-
sage for vou.

Planning and Participating in Effective Meetings

Because you can As businesses become mole team-oriented and management becomes mole par-
expect to attend many ticipatorv, people are attending more meetings than ever. Yet meetings are almost
meetings, learn to universaily di;liked. Tvpical comments include "We have too many of them,"
make them efficient, "They don't accomplish anvthing," and "What a waste of timel" According to
satisfying, and produc- time management expert Dr. Donald E. Wetmore, "we need to become better time
tive. managers. ... parkinion's Lau, tells us that a project will tend to expand with the
time allocated for it.8 In spite of empiovee reluctance and despite terrific advances
in communication and team technoiogy, face-to-face meetings are not going to
disappear.
In hiscussing the future of meetings, Akio Morita, chairman of the Sony Cor-
poration, said that he expects "face-to-face meetings^will still be the number one
?orm of communication in the trventv-first centurv."e So get used to them. Meet-
ings are here to stav. Our task, then, as business communicators, is to learn how
to make them efficient, satisfving, and productive.
Meetings, bv the wav, consist of three or more individuals who gather to pool
information, solicit feedback, clarifv policv, seek consensus, and solve problems.
But meetings har.e another important purpose for vou. They represent opportu-
nities. Because thev are a prime tool for der.eloping staff, they are career-critical.
At meetings judgments aie formed and careers are made' Therefore, instead of
considering them time u'asters, trv to see them as golden opportunities to demon-
strate vour leadership, communication, and problem-solving skills. The following
techniques for planning and conducting successful meetings will help you make
the most of these opportunities.

Deciding Whether a Meeting is Necessary

Call meetings only No meeting should be called unless the topic is important, can't wait, and requires
when ideas must be an exchange of ideas. If the florv of information is strictlv one-way and no imme-
exchanged, and invite diate feedback rt'ill result, then don't schedule a meeting. For example, if people
only key people. are melelv being advised or informed, send an e-mail, memo, or letter. Leave a
telephone or voice mail message, but don't call a costly meeting'
Iteme-ber, the real of a meeting is the lost productivity of all the
""p".ts"
people attending. To decide t'hether the purpose of the meeting is valid, it's a
gooa ia"u to consult the kev people who rvill be attending' Ask them what out-
io-"r are desired and hor,r' to achieve those goals. This consultation also sets a
collaborative tone and encourages full participation.

Selecting the Participants

The number of meeting participants is determined by the Purpose of the meeting,
as sho\,vn in Figure 1,2.6.1f the meeting purpose is motivational, such as an awards
ceremonv for sales reps of Marv Kav Cosmetics, then the number of participants
is unlimited. But to make d.ecisions, according to studies at 3M Corporation, the
best number is five or fe$'er participants.l0 Ideally, those attending should be
people who will make the decision and people with information necessary to
make the decision. Also attending should be people who will be responsible for
implementing the decision and representatives of groups who will benefit from
the decision.

Distributing Advance Information

At least iwo days in advance of a meeting, distribute an agenda of topics to be Pass out a meeting
discussed. Include any reports or materials that participants should read in agenda showing topics
advance. For continuing groups, you might also include a copy of the minutes of to be discussed and
the previous meeting. To keep meetings productive, limit the number of agenda other information.
items. Remember, the narrower the focus, the greater the chances for success. A
good agenda, as illustrated in Figure 72.7, covers the follon'ing information:

Date and place of meeting

Start time and end time
Brief description of each topic, in order of prioritv, including the names of indi-
viduals who are responsible for performing some action
Proposed allotment of time for each topic
Any pre-meeting preparation expected of participants

Getting the Meeting Started

To avoid wasting time and irritating attendees, alwavs start meetings on time- Start meetings on time
even if some participants are missing. Waiting for latecomers causes resentment and open with a brief
and sets a bad precedent. For the same reasons, don't give a quick recap to anyone introduction.
who arrives late. At the appointed time, open the meeting with a three-to-five-
minute introduction that includes the follou'ing:

Coal and length of the meeting

Background of topics or problems
Possible solutions and constraints
Tentative agenda
Rules to be followed

A typical set of rules might include arriving on time, communicating openly,

being supportive, listening carefully, participating fulll', confronting conflict
frankly, following the agenda, and adhering to Robert's Rules of Order. At this
point, ask if participants agree with you thus far. The next step is to assign one
attendee to take minutes and one to act as a recorder. The recorder stands at a
flipchart or whiteboard and lists the main ideas being discussed and agreements
reached.

Meeting Purpose and Number of Participants

Intensive problem solving 5 or fewer

Problem identification 10 or fewer
Information reviews and presentations 30 or fewer
Motivational Unlimited
 Typical Meeting Agenda

AGENDA
0uantum Travel International
Staff Meeting September 4, 200X
'10
to 11 a.m.
Conference Boom

l. Call to order; rol call

ilil. Hppruvo
A^^.^,,^ ^{ ^^^^t^
ur ogtr|uo

lll. Approval of minutes from previous meeting

Person Proposed Time

lV. Committee reports

A. Web site update Si mone 5 minutes

B. Tour packages Boberta 10 minutes

V. 0ld business
A Fnrinmcnt rrair-nnalgg Ste phen 5 minutes

B. Client overdue accounts Lrz 5 minutes

C. Internal news etter Shawn 5 minutes

Vl. New business
A. New accounts Bre nda n 5 minutes
B. Pricing policy for trips N iko la 15 minutes

Vll. Announcements
Vlll. Chair's srm^lary, adjolnment

Moving the Meeting Along

Keep the meeting After the preliminaries, the leader should say as little as possible. Remember that
moving by avoiding the purpose of a meeting is to exchange views, not to hear one person, even the
issues that sidetrack leader, do all the talking. If the group has one member who monopolizes, the
the group. leader might say, "Thanks, Orest, for that perspective, but please hold your next
point while we hear how Dinah lvould respond to that." This technique also
encourages quieter participants to speak up.
To avoid allowing digressions to sidetrack the group, try generating a "Parking
Lot" list. This is a list of important but divergent issues that should be discussed
at a later time. Another way to handle digressions is to guide the participants
back to the original topic. It's important to adhere to the agenda and the time
schedule. Equally important, when the group seems to have reached a consensus,
is summarizing the group's position and checking to see whether everyone agrees.

Dealing with Conflict

Many meetings experience some form of conflict. Although such conflict is nat-
ural and even desirable, it can cause awkwardness and uneasiness. Conflict typ-
ically develops when people feel unheard or misunderstood.
If two people are in conflict, the best approach is to encourage each to make a
complete case while group members give their full attention. Let each one ques-
tion the other. Then, the leader should summarize what was said, and the group
should offer comments. The group may modify a recommendation or suggest
alternatives before reaching consensus on a direction to follow.

Ending with a Plan

End the meeting at the agreed time. The leader should summarize what has been End the meeting with
decided, who is going to do what, and bv what time. It may be necessary to ask a summary of accom-
people to volunteer to take responsibilitv for completing action items agreed to plishments.
in the meeting. No one should leave the meeting without a full understanding of
what was accomplished.
One effective ilot.tt" technique that encourages full participation is a round
table recap. Everyone is asked to summarize brieily his or her interpretation of
what was decided and what happens next. Of course, this closure technique works
best with smaller groups. The leader should conclude by asking the group to set
a time for the next meeting. He or she shouid also assure the group that a report
will follow and thank participants for attending.

Completing the Minutes

A record of the proceedings of a meeting is called the minutes. Minutes provide a Compile the minutes
summary of the discussions and description of actions required from meetings. after the meeting.
This record is generally kept by a designated meeting secretary. Minutes may be
kept for groups that convene regularly, such as the monthly meeting of a club, or
for groups that meet irregularly, such as committees.

Formal Minutes

Formal, traditional minutes, illustrated in Figure 72.8, are written for large groups
and legislative bodies. The following items are usuallv included in the sequence
shown:

Name of group, date, time, place, name of meeting

Names of attendees and absentees, if appropriate
Old business, new business, announcements, reports
Motions, vote. action taken
Name and signature of individual recording minutes
 Minutes of Meeting, Formal-Report Format

Planning Committee [,4eeting

October 23, 200X, 1O a.m.
Conference Room A, Century Towers

Present: Marilyn Andrews, Bob Schmidt, June Gonzales, Brendan Miller,

Yves Pariseau. Nakima Sakami
Shows attendees and
absentees Absent: Amy Costello

The meeting was called to order by Chair Martlyn Andrews at 1O:05 a.m.
Minutes from the June 22 meeting were read and approved.

Describes disposition
of previous minutes
and old business
Old Business
Brendan Miller and Nakima Sakami reviewed the information distributed at
the last meeting about hotels being considered for the Vancouver confer-
ence. Brendan said that the Hilton Regency has ample conference rooms
and remodelled interiors. Nakima reported that the Embassy Suites Vancou-
ver also has excellent banquet facilities, adequate meeting facilities, and
rooms at $1 12 per night. Bob Schmidt moved that we hold the convention
at the Embassy Suites Vancouver. Brendan Miller seconded the motion. The
ma+inn naccad 4-1

New Business
Marilyn Andrews announced three possible themes for the convention, all of
which focused on technology and the changing role of the occupational
Summarizes new therapist. June Gonzales suggested the following possible title: "The New,
the Tried and True, and the Unusual," Nakima Sakami suggested a commu-
business and nication theme. Several other possibilities were discussed. Marilyn ap-
announcements pointed a subcommittee of June and Nakima to bring two or three concrete
theme ideas to the next committee meetinq.

Reports

Records discussion,
motions, votes, and
action taken
Brendan Miller reported on convention exhibits and expressed his desire to
involve more companies and products. Discussion followed regarding how
this might be accomplished. Brendan Miller moved that the Association's of-
fice staff develop a list of possible exhibitors. Marilyn Andrews seconded the
motion. lt oassed 6-0.

The meeting was adjourned at 11:45 by Marilyn Andrews.

Shows name and
Respectfully submitted,
signature of person
recording minutes /rue Pa,a"ao
Yves Pariseau, Secretary

Informal Minutes

The minutes of business meetings and small organizations may be recorded infor-
mally, as illustrated in Figure 72.9. They may be distributed in hard-copy form
or by e-mail. Informal minutes are usually shorter and easier to read than formal
minutes. Informal minutes place less emphasis on the conventions of reporting
and do not attempt to record the exact wording of individual statements. Instead,
informal minutes concentrate on the following:

Summaries of important discussions

Decisions reached
 Minutes of Meeting, Informal-Report Format

Board of Directors Meeting

April 12, 200X

MINUTES

Directors Present: J. Weinstein, A. McGraw, J, Carlson, C. Stefanko.

A. Pettus
Directors Absent: B. Hookvm

Summary of Topics Discussed

. Report from Architectural Review Committee. Copy attached.
. Landscaping of centre divider on P.T.H. 59. Three options considered: hir-
ing private landscape designer, seeking volunteers from community. assign-
ing association custodian to complete work.
o Collection of outstanding assessments. Discussion of delinquent accounts Summarizes
and possrble actions. discussion
r Use of beach club by film companres. Pros: considerable income. Cons:
damage to furnishings, loss of facility to homeowners.
o Nomination of directors to replace those with two-year appointments.

Decisions Reached
. Hire private landscaperto renovate and plant centre divider on p.T.H.59. Capsulizes decisions
. Attach liens to homes of members with delinquent assessments, rather than showing
. Submit to general membership vote the question of renting the beach club motions and voting
to film companies.

Action ltems
Item Responsibility Due Date

1. Landscaping bid J. Carson May 1

2. Attorney for liens
Highlights items for
B. Hookym April 20
3. Creation of nominating committee A. Pettus action
May 1

Items on which action must be taken, including people responsible and due
dates

Follow up Actively
If minutes were taken, they should be distributed rt'ithin a couple of davs after Follow up by
the meeting. It is up to the leader to see that n'hat was decided at the meeting is reminding participants
accomplished. The leader may need to call people to remind them of their assign- of their assigned tasks.
ments and also to volunteer to help them if necessarv.