www.fastmeetings.com.au | +61 2 9502 2022 | Copyright © 2005-2012 Driving results through effective meetings with David Pointon, FAST Meetings Co. FREE 45 minute webinar Register for the next webinar at: fastmeetings.com.au
www.fastmeetings.com.au | +61 2 9502 2022 | Copyright © 2005-2012
Driving results through
effective meetingswith David Pointon, FAST Meetings Co.
FREE 45 minute webinar
Register for the next webinar at:
fastmeetings.com.au
www.fastmeetings.com.au | +61 2 9502 2022 | Copyright © 2005-2012
Get present
Set 45 mins aside to learn
Turn off distractions
Get note paper and pencil/ iPad
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Back to back meetings defy physics
10.00 – 11.0010.00 – 11.00 11.00 – 12.0011.00 – 12.00
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10.00 – 11.0010.00 – 11.00 11.00 – 12.0011.00 – 12.00
Back to back meetings defy physics
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Start on time
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Rate the current effectiveness of your meetings
5.555% is average rating of effectiveness over 2,500 sample
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Central question(s)
1. Why is meeting effectiveness so low, and what can be done about that?
2. What are the opportunities for you and your organisation?
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Start on time
Meeting 1Meeting 1 Meeting 2Meeting 2
1. Common meeting problems
2. A Framework to improve
3. Tips, tools you can use for each FAST stage
4. Opportunities for you and your organisation
Today
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Start on time
Meeting 1Meeting 1 Meeting 2Meeting 2
Today
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What is the biggest issue with your meetings?
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Too many meetings
Time keeping
Unclear purpose
Encouraging participation, engagement
Keeping people on track
Managing dominant personalities
Getting decisions made
Agreement and commitment
Getting clear outcomes and actions
Having measurable action items
People accountable to follow through
Too many priorities to action
Measuring meeting effectiveness
What’s not working?
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What does a great meeting look like?
10 / 10
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The FAST Framework – 4 natural stages
Focus
Awareness
Solution
Traction
Start
Finish
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Tips and techniques you can use
1. Clarify, test - What, Who, When
2. Send Solution, Traction ≤ 48 hrs
1. Switch at 2/3 of time
2. Use the right decision method
1. Ask powerful questions
2. Enable participation
1. Distinguish the meeting type
2. Accept meetings with purpose10%
50%
20%
10%
Focus
Awareness
Solution
Traction
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Worlds Best Agenda Template The FAST framework in action
• Downloadable template
www.fastmeetings.com.au
• 5 min video
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Worlds Best Agenda Template
“In our meeting we had many agenda items which in the past we have struggled to get through all of them; using the FAST procedure meant that many more items were covered and completed!”
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Unclear purpose; from initiator of meeting
Accepting invites without being clear
Problems with Focus
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Banish unfocussed meetings1. Distinguish the meeting type
2. Accept meetings with purpose10%
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There are 4 types of meetings
Type
Decide: binding decisions made
Consult: ideas sought, shared
Inform: one way downloads
Relate: trust and knowing others
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What type of meeting do you attend most?
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4 Meeting types; Perception vs reality
Type Perception Reality Optimal Range
Decide 50% 16% 30-50%
Consult 30% 53% 40-50%
Inform 10% 28% 0-5%
Relate 10% 3% 10-15%
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4 Meeting types
Type Perception Reality Optimal Range
Decide 50% 16% 30-50%
Consult 30% 53% 40-50%
Inform 10% 28% 0-5%
Relate 10% 3% 10-15%
Can you inform more efficiently?
Can you inform more efficiently?
Are people ready to decide?
Are people ready to decide?
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1. Inform meetings should be banished
2. Endless Consult/ Collaborate meetings are slowing organisations down
3. Decide meetings often lack the right people, or enough preparation
Your reactions please!
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The power of focus
"One of my mantras — focus and simplicity. Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it's worth it in the end because once you get there, you can move mountains.”
Steve Jobs, CEO of Apple Inc.
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Unfocussed meeting invitations
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Email template for Unfocussed invitations
Dear First-name,
Thank you for your meeting invitation. I would like to help you get the outcomes you want.
So that I can be a valuable contributor at this meeting, can you please let me know why you are holding this meeting (Purpose), what you want to walk away with at the end of the meeting (Product) and how you want me to contribute (People).
Also, please let me know the 2 or 3 Questions at the heart of the discussion, so that I can come prepared.
I will await your reply before I do anything further with this.
Your name
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Foundations workshop
Cultural
norms
Collective
commitments
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Encouraging participation, engagement
Keeping people on track
Managing dominant personalities
Problems with Awareness
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Generate rich dialogue and sharing
1. Ask powerful questions
2. Enable participation50%
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What is your central question?
“We spend a lot of time solving problems, and then find out we haven’t been clear on the central
question we are trying to answer”
Senior Manager, CBA
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Define the central question
“If I had 1 hour to save the world, I would spend 55
minutes defining the problem and 5 minutes
solving it”
Einstein
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Tune in with questions• There’s a lot of information to explore and discuss. It’s like the
content from all the different TV channels• Questions are like the Remote Control..
They help focus on what you pay attention to The more focussed the question, the clearer the enquiry
When ?
Market data
Market data
Functional expertiseFunctional expertise
Customer feedback
Customer feedback
Current performance
Current performance
Last year results
Last year results
Multi sta
keholder inputs
Multi sta
keholder inputs
What question would help your group to
attend to and explore important dimensions of
your topic?
What question would help your group to
attend to and explore important dimensions of
your topic?
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Group Facilitator
??… the conversation is drifting off track… the conversation is drifting off track
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Which question would you use?
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Enable participation – Taking turns
Facilitator:To kick off, can I suggest we take turns and hear from each person your initial response to the question I asked in the meeting invite: “What is one key issue that needs to be addressed for us to deliver our project on time?”
Facilitator:To kick off, can I suggest we take turns and hear from each person your initial response to the question I asked in the meeting invite: “What is one key issue that needs to be addressed for us to deliver our project on time?”
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Enable participation
1. Brian:I’ll go first.. I think ..blah blah
1. Brian:I’ll go first.. I think ..blah blah
2. Barbara:I’ll go next.. Blah blah
2. Barbara:I’ll go next.. Blah blah
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Enable participation
3. Sue: is about to speak..
3. Sue: is about to speak..
4. Then Mike jumps in:Barbara, I’m not sure I agree with that…
4. Then Mike jumps in:Barbara, I’m not sure I agree with that…
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How would you intervene?
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Getting decisions made
Agreement and commitment
Getting clear outcomes and actions
Problems with Solution
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Make decisions that people commit to
1. Switch at 2/3 of time
2. Use the right decision method20%
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The intersection of strategy and culture
StrategyStrategy
Cultu
re
MeetingsMeetings
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Top 3 issues affecting organisational performance; research shows…
1. Productivity
2. Agility
3. Innovation
Lean Meeting Machine
We’re too slow to respond
We’ve got to do more with less
We need more fresh
thinking
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Which is most important in your org.?
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Switch at 2/3 of time
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Switch at 2/3 of time
33 33
minmin
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How would you go about making the switch?
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Decide using the right method
• How much time is
there to decide?
• What level of
commitment is
required?
Time availableTime available
Level o
f co
mm
itm
en
t n
eed
ed
Level o
f co
mm
itm
en
t n
eed
ed
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• How much time is
there to decide?
• What level of
commitment is
required?
Time availableTime available
Leve
l of
com
mitm
ent
nee
ded
Leve
l of
com
mitm
ent
nee
ded
AutocraticAutocratic
ConsensusConsensus
Decide using the right method
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• How much time is
there to decide?
• What level of
commitment is
required?
Time availableTime available
Leve
l of
com
mitm
ent
nee
ded
Leve
l of
com
mitm
ent
nee
ded
AutocraticAutocratic
ConsultativeConsultative
ConsensusConsensus
CollaborativeCollaborative
Decide using the right method
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“The tendency to move up to the right of graph has become endemic.
This is slowing organisations down as leaders abdicate their responsibility to make decisions.”
What are your comments to this..
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Having measurable action items
People being accountable to follow through
Too many priorities to action
Problems with Traction
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Deliver outcomes and actions
1. Be specific - What, Who, When
2. Send Solution, Traction ≤ 48 hrs
10%
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Be clear and specific
What Who When
A A vague, broad concept of the action All End Sept
B A clear, specific statement of an action using concrete language so that it is ambiguous and easy to put into place
One person
Sep 30
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What specific action are you committed to?
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Meeting actions are like radioactive waste
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Send minutes 48 hrs≥
Key info;Solution, Traction
Key info;Solution, Traction
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FAST Framework
1. Clarify & test What, Who, When
2. Send Solution, Traction ≤ 48 hrs
1. Switch at 2/3 of time
2. Use the right decision method
1. Ask powerful questions
2. Enable participation
1. Distinguish the meeting type
2. Accept meetings with purposeFocus
Awareness
Solution
Traction
10%
50%
20%
10%
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Organisational impact – Collective investment
15.6Average hrs spent per week by Senior Managers
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Organisational impact – Collective investment
4.8Average hrs spent per week by staff
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Your meetings culture; a big investment
$ 1.5mSalaried time invested in meetings per 100 staff
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Meetings ROI Calculator – Measured impact
Investment per year per 100 staff
Investment per year per 100 staff Meetings ROI
Meetings ROI
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A big productivity issue
- $0.64 mReturn on salaried investment in meetings per year
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For you – Facilitation skills training
What is it
• 2 days - Public program
• Next dates: 5 – 6 November 2013
Outcomes
Strategic, complex workshop facilitation
Handling difficult situations
Foundation stage; Accredited FAST
Facilitation
How can I
learn more?
www.fastmeetings.com.au | +61 2 9502 2022 | Copyright © 2005-2012
For your organisation Foundations of Effective Meetings Workshop
What is it
• ½ day In-House
Outcomes
30% uplift ≤ 1 month
Common language
Changed norms, habits
How can we
collectively get better?
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Support
Feedback – today
Tools & video – tomorrow
Update – next week
We’d love your feedback We’d love your feedback
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Thanks, and good luck
with your meetings
1300 302 530