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Essential Meeting Blueprints for Managers

Book Description

Use R to optimize your trading strategy and build up your own risk management system

  • Prepare and plan meetings effectively

  • Discover practical strategies and techniques for running focused meetings where everyone is working towards a shared goal

  • Find out how to leverage technology for successful meetings

  • Cultivate a collaborative culture where meetings are highly valued

  • In Detail

    Transform meetings in your organization with these techniques and strategies that will boost productivity and creativity to ensure your meetings always deliver results. In business, time is valuable – never waste it again with ineffective meetings by using these blueprints to optimize the time you spend in the meeting room.

    From networking to strategic planning, discover tips to organize and run any type of meeting. Set goals, overcome obstacles, and sustain results to become a manager that understands the true value of meetings.

    Take control of your meetings with this vital resource for managers looking to unlock fresh and effective approaches to meetings. Learn how to effectively plan, conduct, and follow up a wide range of meetings and find out how meetings can be used to build more effective relationships, develop new skills, and generate new ideas.

    Featuring information on the fundamental aspects of meetings, from organizing roles and responsibilities, planning clear and productive agendas, to strategies for communicating and generating productive conversations with your colleagues, Essential Meeting Blueprints for Managers is a reliable guide that will help you focus on getting positive results from your meetings. Whether you are networking, training, discussing performance with an employee even strategizing and brainstorming, this insightful book will transform the way you see meetings, and help you cultivate a more collaborative workplace where conversations are valued as a key to business success.

    About the Author

    Sharlyn Lauby is the president of ITM Group Inc. (, a consulting firm that focuses on developing training solutions that engage and retain talent in the workplace. A 22-year business professional, Sharlyn was vice president of human resources for one of the world's largest organizational consulting firms prior to starting ITM Group. She has designed and implemented highly successful programs for employee retention, internal and external customer satisfaction, and leadership development. She is a recipient of the Human Resources Professional of the Year Award presented by the Human Resource Association of Broward County (HRABC) and the Sam Walton Emerging Entrepreneur award, which recognizes women business owners for their community contributions.

    She is also the author of the blog HR Bartender (, a friendly place to talk about workplace issues. The blog has been recognized as one of the Top 10 Business Blogs Worth Reading by the Society for Human Resource Management (SHRM). Publications such as Reuters, The New York Times, ABC News, and The Wall Street Journal have sought out her expertise on topics related to human resources and the workplace.

    Her personal goal in life is to find the best cheeseburger on the planet.

    Downloading the example code for this book You can download the example code files for all Packt books you have purchased from your account at you purchased this book elsewhere, you can visit and register to have the files e-mailed directly to you.

    Table of Contents

    1. Essential Meeting Blueprints for Managers
      1. Essential Meeting Blueprints for Managers
      2. Credits
      3. About the Author
      4. Acknowledgments
      5. About the Reviewers
      6. Preface
        1. What this book covers
        2. Who this book is for
        3. Conventions
        4. Reader feedback
        5. Customer support
          1. Errata
          2. Piracy
          3. Questions
      7. 1. Meeting Roles, Responsibilities, and Activities
        1. Task and process roles within meetings
          1. Task functions
          2. Process functions
        2. Task responsibilities within meetings
        3. Process responsibilities within meetings
        4. Meeting activities
          1. Problem-solving activities
            1. The Situation-Target-Proposal (STP) model
              1. S: Identifying the situation
              2. T: Targeting the answer
              3. P: Proposing the solution
          2. Decision-making activities
            1. Minority decision-making techniques
            2. Majority decision-making techniques
              1. Self-Sufficient decision-making (9/1)
              2. Good Neighbor decision-making (1/9)
              3. Default decision-making (1/1)
              4. Traditional decision-making (5/5)
              5. Consensus decision-making (9/9)
          3. Smartly tracking your progress
            1. Definition of SMART
            2. Benefits of using SMART
        5. Summary
      8. 2. Regularly Scheduled Status Updates
        1. Goal of the meeting
          1. Daily meetings
          2. Weekly meetings
          3. Monthly meetings
          4. Quarterly meetings
          5. Annual meetings
          6. Regular meetings must have value
        2. Common challenges and how to overcome them
        3. Before the meeting
        4. During the meeting
          1. Welcome activity for groups
          2. Balancing old and new agenda items
            1. The parking lot
          3. Wrapping up the meeting
          4. The power play
        5. Using today's technology
        6. After the meeting
        7. 5 tips for a better meeting
        8. Summary
      9. 3. Brainstorming
        1. The goal of brainstorming
        2. Common challenges when brainstorming
        3. Before a brainstorming session
        4. During the brainstorming session
          1. Selecting the facilitator
          2. Keys to effective facilitation
          3. Case study – brainstorm in a box
        5. Using improv techniques to improve idea generation
        6. Using power to control the brainstorming environment
        7. Using technology in your brainstorming session
        8. After the brainstorming session
        9. 5 tips for better brainstorming
        10. Summary
      10. 4. Networking Meetings
        1. Networking goals
          1. Building relationships
          2. Leveraging the relationship
            1. Your business card is a networking tool
            2. Job search
              1. Finding a job using your network
              2. LinkedIn and other professional social networks
            3. Requests for information
            4. Business connections and partnerships
              1. Recommendations and referrals
              2. Strategic alliances and partnerships
              3. Healthy business competition
              4. Volunteerism
        2. Types of networking meetings
        3. Common networking challenges and how to overcome them
          1. One-sided conversations
          2. All take and no give
        4. Before you go to a networking meeting
        5. During the meeting
          1. Saying no
        6. Connection power–how to get more of it
        7. Technology and networking
        8. After the networking meeting
          1. Following-up
          2. When and how to ask for a favor
        9. 5 tips for better networking
        10. Summary
      11. 5. Training Meetings
        1. What is a training meeting?
        2. The goal of a training meeting
          1. Communication versus training
          2. Presentations are not training
          3. Is a training meeting the best approach?
        3. Training meeting challenges
          1. Training, facilitating, and presenting
          2. "Flipping" training
        4. Before training occurs
          1. Setting up the meeting room
        5. During training
          1. Introduction
            1. Discovering participant expectations
          2. Discussion/demonstration
          3. Testing/practice
          4. Feedback/debrief
          5. Wrap up
        6. Modern perceptions about power and training
          1. Training as a reward
          2. Individuals owning their professional development
        7. Technology in training
        8. After training occurs
          1. Evaluation
        9. 5 tips for better training
        10. Summary
      12. 6. Employee Performance Conversations
        1. The goal of performance conversations
          1. Setting relevant goals
          2. Comparing performance to the company standard
        2. Common challenges when discussing performance
          1. Tacit approval
        3. Before meeting with the employee
          1. When to hold the meeting
          2. Where to hold the meeting
          3. Who to invite to the meeting
          4. Plan the conversation
        4. During the employee meeting
          1. How to start the meeting
          2. Conducting the performance conversation
            1. Example – positive employee performance meeting
            2. Example – improvement-needed performance meeting
        5. Using workplace power during the meeting
          1. What if the employee comes up with a bad idea?
          2. Performance discussions and appraisals
            1. Redefining the performance review
        6. Technology versus a face-to-face meeting
        7. After the meeting is over
        8. 5 tips for better performance conversations
        9. Summary
      13. 7. Focus Groups
        1. What is a focus group?
          1. Focus group goals
          2. Benefits of focus groups
          3. Pitfalls of focus groups
        2. Best use of focus groups
          1. Focus groups versus surveys
          2. Focus groups versus individual interviews
        3. Common focus group challenges
          1. Selecting the right participants
          2. Developing engaging questions
        4. Before the focus group
          1. Using an outside facilitator
          2. Meeting logistics
          3. Creating a meeting agenda
        5. During the focus group
          1. Tell participants the purpose
          2. Setting ground rules
          3. Taking meeting minutes or notes
          4. Exercising active listening skills
            1. Nonverbal skills
            2. Following skills
              1. Door openers
              2. Minimal encouragers
              3. Open- and closed-ended questions
            3. Reflecting skills
              1. Paraphrase
              2. Perception check
            4. Soliciting questions
          5. Staying on time
          6. How workplace power can impact a focus group
          7. Ending the focus group meeting
        6. After the focus group
        7. Using today's technology in focus groups
        8. 5 tips for better focus groups
        9. Summary
      14. 8. Pitch Meetings
        1. How to develop a pitch
        2. What's a pitch meeting?
          1. The goal of a pitch meeting
        3. The biggest challenge when pitching an idea
        4. How to create support for your idea
        5. Before the pitch meeting
        6. During a pitch meeting
        7. Take legitimate power seriously
        8. Bringing technology into the meeting
        9. After the pitch
          1. Having a pitch turned down isn't about you
        10. 5 tips for better pitch meetings
        11. Summary
      15. 9. Strategic Planning
        1. Creating a strategy and being strategic aren't the same thing
        2. The business case for strategic planning
        3. Strategic planning meeting benefits
        4. Frequency of strategic planning meetings
        5. Common strategic planning challenges
        6. Before the strategic planning meeting
          1. Meeting location
          2. Session facilitator
          3. Meeting participants
        7. Step 1 – Formulation
          1. Mission
            1. Developing a mission statement
          2. Vision
          3. Values
        8. Communicating company mission, vision, and values
        9. Step 2 – Development
          1. Conducting a SWOT analysis
          2. Documenting the conversation
            1. Mind map
            2. Fishbone diagram
            3. 5 whys
        10. Step 3 – Implementation
        11. Power and its impact on strategic planning
        12. Bringing technology to strategic planning
        13. Step 4 – Evaluation
        14. 5 tips for better strategic planning
        15. Summary
      16. 10. Project Meetings
        1. What is a project team?
        2. Roles within a project
          1. Project manager
          2. Project sponsor
          3. Cheerleaders
        3. The goal of a project meeting
        4. Common project meeting challenges
        5. Before a project meeting
        6. During a project meeting
          1. The cost of a meeting
          2. The cost of finishing the project on time
            1. SMART milestones
            2. Gantt chart
          3. Using expert power on your project team
          4. Seating arrangements
        7. After a project meeting
        8. Today's project management technology
        9. 5 tips for better project meetings
        10. Summary
      17. 11. The Work Doesn't End When the Meeting is Over
        1. The meeting after the meeting
        2. Gossip after the meeting
        3. Recovering from a bad meeting
          1. The meeting leader is unprepared
          2. Meeting participants are unprepared
          3. The wrong people attending the meeting
          4. Participants take over the meeting
          5. Meetings that go off track
          6. Meetings that run too long (or too short)
        4. Monitoring progress after the meeting
        5. Summary
      18. A. References and Resources
        1. Preface
        2. Chapter 1, Meeting Roles, Responsibilities, and Activities
        3. Chapter 2, Regularly Scheduled Status Updates
        4. Chapter 3, Brainstorming
        5. Chapter 4, Networking Meetings
        6. Chapter 5, Training Meetings
        7. Chapter 6, Employee Performance Conversations
        8. Chapter 7, Focus Groups
        9. Chapter 8, Pitch Meetings
        10. Chapter 9, Strategic Planning
        11. Chapter 10, Project Meetings
        12. Chapter 11, The Work Doesn't End When the Meeting is Over