The chairperson should direct a meeting. This, alongside the help of good team members, ought to make meetings much more effective. Several comments here could be useful.
The chairperson:
There is plenty of importance being the chairperson that goes beyond just chairing the meeting. Those duties range from prior to, through and beyond the meeting.
Before the meeting:
Initially, do you really need the meeting? Even though business meetings may be expected at regular intervals it is still worthwhile asking this question. You may cancel a meeting for a few reasons. For instance, a recent change in plans requiring extra time to collect data, loss of vital team members or shortage of input for a main element of the meeting. Maybe you decide that the objectives of the meeting are wrong and it requires restructuring.
The only individuals that ought to be at a meeting are those that have a legitimate interest in it and are also ready to supply the necessary input. This implies that the meeting numbers ought to be adequate to meet the objectives of the meeting and thus must be as small as possible.
An agenda for the meeting ought to have been created, well beforehand and circulated. Be aware of those personnel that may not be able to go to the next meeting.
If you have the luxury, choose a meeting place that is helpful for the dialogue that decreases disruptions. Review the accessibility of equipment. This could be suggested on the agenda, so that a person may pinpoint a specific item if required.
Through the meeting:
Begin by prompting people of the meeting function and maybe restating the meeting protocols that would have been explained at a preliminary meeting. Describe the outputs of the meeting and what is expected.
Commence the meeting at the agreed time, according to the agenda. Discourage late comers by restating your protocols at the beginning. This may deal with timeliness, action point completion or dispatching a substitute to the meeting.
Hold to the agenda and especially uphold the timings as successfully as you can. You might suggest a separate sub-meeting to resolve any agenda topics that start to overrun their designated time. The decisions from this sub-meeting could be reported at the next meeting.
Introduce every agenda topic by summarising the vital issues. When the discussion has concluded, review the central points suggested, agree any action points derived and identify the person who will do them. You can only designate an action to someone at the meeting.
You could lessen agenda discussions by sticking to the central points and by just permitting the presentation of extra information that backs pivotal issues.
Make sure that you take heed of meeting constibutors and encourage others to speak their mind. An individual with a strong personality can dictate a meeting which is not always desirable.
For effective meetings keep them to 1 hour (best) to 2 hours (not ideal). Meetings that go beyond 2 hours have a dangerous effect on the desire to exist.
Project meetings are often run by the Project Manager as just one of his responsibilities.
Actions for the following meeting:
After the meeting has ended thank individuals for their existing and continuing contributions. It is amazing how many chairpersons never spare this little courtesy.
Set and affirm the date of the next meeting. This could be an agenda issue. If objects are on the agenda it is harder to ignore them.
Make certain that distributed as rapidly as feasible. This allows members of the meeting agree the accuracy of their contents and propose any revisions.
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