Meetings have numerous aspects and among those is the meeting outcome or outcome. This is typically a set of minutes. Here we mention a few items that might improve them.
Is the end result vague?
It is frequently a struggle to make a meeting go as smoothly as you would wish. The workings and process of the meeting can disguise what you will, hopefully receive, at the conclusion of it. If the meeting is finished what should it result in? Is it simply a collection of minutes? Will it generate yet another meeting? Will there be a catalogue of actions?
You should have identified this, at the start, as an aspect of establishing the meeting policy. Few effective meetings will conclude with no actions. This will relate also to project review meetings at the end of a project. There is either a task to do or events to learn from which demand some sort of action.
So the output should be:
A succinct and exact collection of minutes. These must be looked at by those present preceding rapid distribution. They will incorporate summary information and facts and action points with completion times.
It might even be suitable to evaluate the process of the actual meeting. This is especially helpful when a handful of meetings have been concluded. Getting early feedback from attendees could help to ease a few problems you hadn't anticipated.
Are the actions not clear?
It is simple to add action points to minutes of the meeting in the heat of battle. The difficulty arises when the next meeting arrives and the offender denies all understanding of action points that appear to be clear cut. This scenario may be avoided if the minutes secretary and specifically the chairperson take a bit more care in their documenting of action points.
A few straightforward steps can help with action point completion.
Identify the person, taking on responsibility for the action point (the owner), who will disclose its result at the next meeting.
Make certain the action point is reported as precisely as possible.
Review the wording and the purpose of the action point with the owner and ask if they are satisfied with it.
Present some concept for the format of the action outcome. That is, will it be a spoken account, written account (if so, size and structure are relevant), a display of data or possiblya decision point is required.
When should the action points be done? This must be backed with some reason of how it will affect the present project.
Sum up any action points at the conclusion of the meeting.
Making sure that action points are accomplished and not ignored may be a difficult job but is a fundamental component of effective meetings. Ask people if the way the action points are recorded could be enhanced. This might help in the future and lower pressure on the chairperson to admonish continuing culprits.
Every business meeting might be more successful with greater consideration to the minutes.
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