Facilitating meetings

At the heart of successful meetings is the aim to inspire the most positive collaboration
towards the best possible action for everyone involved.

Ever sat through a meeting that was dull, unproductive, disorganised with tempers running
high, people talking over each other and no decisions being made? Or one person
dominating the whole meeting and making all the decisions, leaving you to wonder why you
bothered turning up? Another common complaint is that, although there is a lot of
discussion, few concrete results emerge. Most of us can manage sitting through such a
meeting for a couple of times, but then start finding excuses not to go anymore. These
patterns are very common, which lead to disappointment, frustration, ineffectiveness and
loss of group members.

Any meeting can be efficiently run, inspiring, energising and fun. Unfortunately, it doesn't
just happen. Meetings should be enjoyable, efficient, and build group morale. Usually the
most enjoyable meetings are also the ones that are the most efficient and productive.

Facilitating great meetings is a challenging task and requires enormous creativity, judgment,
innovation and effort. In light of the time, energy and resources expended, it's crucial to
make the most of meetings. A good meeting gets work done and also involves, supports and
empowers the participants, creating a high level of energy and enthusiasm - a sense of
community and connection to fellow group members is the basis for successful group work.

These ideas will help in making any type of meeting more successful.

Purpose of meetings

Meetings provide opportunities for:

Generally: Meetings are generally called for planning, reporting and decision making
purposes.
Collaboration: Meetings are an essential link between group members for working
together smoothly.
Coordination: Meetings improve planning and coordination of group activities.
Knowledge: Members need to be updated periodically on current events, business
strategies, marketing direction and product knowledge.
Innovation: Meetings create an opportunity for brainstorming.
Motivation: Motivational speakers can boost morale of the group.
Enthusiasm: Enhance members' enthusiasm by inviting them to participate in
decisions that affect them.
Best practices: Members get a chance to share information, discuss and evaluate best
practices.
Decisions: Meetings allow groups to pull resources together for deciding how to get
things done.
Problem solving: Members identify solutions to any challenges they may be facing by
bringing a wide variety of voices to bear on the issue.
 Goal setting: Goals and objectives can be set, discussed and evaluated.
Training: Meetings can involve mentoring and learning new skills to improve job
performance and efficiency.
Requirements: Members are informed about business requirements.
Questions: Members get an opportunity to ask questions.
Team-building: Meeting activities could develop a sense of camaraderie in the group
working toward the same mission - it is an opportunity to appreciate and value one
another's work.
Social networking: Meetings can create a sense of connectedness and are
opportunities to participate, interact, socialise and network within the group.
Celebration: Combine meetings with celebrations of successes and special occasions,
like meeting goals, birthdays, anniversaries etc.
Awards ceremony: Introduce a meeting which includes an awards ceremony and give
it an inspirational name, such as: The Top Performers Awards, or 2007 Achievers'
Club, or Hot Dogs.
Group traditions: Meetings could establish group traditions or themes that become a
group meeting identity.
Acknowledgement: Achievers can openly receive recognition, incentives, rewards,
awards and gifts.
Fun: Last, but not the least, meetings should be an enjoyable respite from day-to-day
duties, a time to just wind down and get to know others in the group better.

Facilitator role

Facilitation: "Facilitation is the act of assisting or making easier the progress or

improvement of something."
Meeting facilitator: Being a good facilitator is both a skill and an art in content and
style, which one can improve with practice. Developing savvy meeting facilitators in
your business is an investment in business success.
Becoming a facilitator: Everyone can learn to be a facilitator. Facilitation skills are
useful in many situations! Learn from own experience of bad meetings as well as
good ones and observe other facilitators. The role of meetings facilitators could be
rotated amongst members of a group, so that each member can develop facilitation
skills. Mentor a few junior members to become meeting facilitators.
Make easier: Facilitation is to help create a space that is comfortable and productive
for a group. It doesn't mean to lead, control, or direct.
Essential role: A facilitator role is an important and pivotal role in having meetings,
discussions, and events of all sorts run smoothly and efficiently.
Preparation: Facilitators do their homework so they are informed enough to
participate fully in any discussion with energy and attention for the job at hand -
understanding the tasks for the meeting as well as long-term goals of the group.
Agreements: The facilitator has to use various methods to make the group aware
that they are making contracts/agreements with each other through these
discussions and what the exact nature of those agreements are.
Designing an agenda: The facilitator must be able to design a strategically arranged
agenda, to get the most value out of the members' time.
Background materials: Ensure that all background materials and reports are sent out
ahead of time and are read before the meeting. The facilitator can create committees
to help with time-consuming detail preparations.
Clarify agenda: The facilitator makes sure that all members understand the purpose
of the meetings and the reason for agenda items. Each member should be able to
answer the question - what are we going to resolve or accomplish in this meeting?
Meeting process: The facilitator sees that all recommendations are moved, voted
upon and recorded.
Positivity: The facilitator displays confidence that good solutions will be found and
consensus can be achieved.
Meeting success: The facilitator orchestrates the group to reach the meeting
objectives - the success of the meeting is the mutual responsibility of the whole
group.
Atmosphere: The facilitator creates a safe and empowering atmosphere without
domineering, interrupting, over-talking, put-downs or guilt trips.
Non-opinionated: The facilitator should preferably be a member who doesn't have a
strong opinion on the meeting's topics.
Neutral: A facilitator should have little emotional investment in the issues discussed
and help the members of the meeting be aware that it is their meeting being
conducted.
Respect: The facilitator has to respect all members and what each has to offer - this
creates a space where shy people are comfortable enough to speak, and where
people who tend to dominate a discussion feel compelled to defer to others in the
group.
Protect everyone's rights: The facilitator is the protector of the weak and does not
allow domineering people to ridicule others' ideas or to embarrass them in any
fashion.
Assertiveness: The facilitator has to know when to intervene decisively and give some
direction to the meeting. Challenge put-downs and discriminatory remarks.
Manipulation: If it becomes hard for the facilitator to avoid manipulating the meeting
towards a particular outcome, it is best to step out of role and let someone else
facilitate.
Role model: The facilitator is a role model by displaying excellent listening skills,
showing interest, appreciation and confidence in members.
Listening skills: The facilitator has to be a role model by displaying excellent listening
skills including strategic questioning to be able to understand everyone's viewpoint
properly. It is also important to observe members' body language, understanding
members' emotions, and understanding everyone's view point properly. The
facilitator has to show interest, appreciation and confidence in what each member
has to offer.
Group functions: The facilitator does not take on any of the functions that are the
responsibility of the group as a whole, such as decision making.
Experienced: For a meeting with more than 10 people, an experienced facilitator
should be designated to facilitate the meeting.
Gain insight: The facilitator tries to understand and gain some insight on how group
behaviours are influenced by both positive and negative individual patterns, and past
experiences.
Encourage participation: As a facilitator, you should encourage everyone to present
their viewpoints - especially when they may be conflicting. The facilitator uses
techniques to help everyone to participate, drawing out withdrawn, quiet or shy
members to speak and helping members interact in a controlled environment to get
the best possible contribution from everyone. Useful techniques to equalise
participation are talking sticks or breaking into small groups. Encourage members to
listen to others, by setting an example.
Focus: The facilitator regulates the flow of discussion towards its aims and
discourages sidebar conversations or hogging of the discussion.
Means of discussion: Ensure the members are using the most effective means of
discussion to reach decisions. Facilitators aim to get all members' points of view and
ideas while staying focussed on the topic. Good facilitators ensure that they don't use
their role to dominate the discussion. There is a variety of tools available to get the
most out of the voices in the room:
o Signalling: Utilising signalling helps everyone in the meeting to understand
where members stand about a topic, rather than being distracted by attitudes
of a some aggressive members. It is also a way for people to comment
without having to disrupt the meeting. When everyone is willing to use them,
they can save a lot of time, help the meeting run much more efficiently, and
encourage everyone to actively participate. Ask everyone to use hand signals:
 Silent Cheer/Twinkle: Silent cheer to indicate agreement - hold up your
hand and wiggle your fingers in the air.
 Confusion: Arms out, bent and hands outstretched.
 Focus/Get to the point: This signal is used when people aren't sticking
to the agenda. Bring your hands together in a 'V' shape - hands can
then be moved back and forth.
 Jargon: This is used when a member refers to things you haven't heard
of, especially if you think others haven't heard of them either. Throw
up your hands with palms upside down.
o Decision process: Help the group decide on a decision making process and
help the group to maintain focus until decisions are reached. The facilitator
will then formalise the group's decisions.
o Excitement sharing: People share something good or exciting that has
happened to them recently or since the last meeting. Good at start of
meetings as it creates a lot
of positive energy and puts people more in touch with each other's lives.
o Brainstorming: Brainstorming is a creative thinking technique to quickly
gather a large number of ideas. Start by stating the issue and ask members to
say or write down whatever comes to mind without censoring it. Collect and
combine all ideas in a list for later discussion. This frees energy and
encourages creativity.
o Go-rounds: Use a go-round to make everyone heard. Go-rounds: Everyone
takes a turn to speak without interruption or comment from other people.
Go-rounds help in gathering opinions, feelings and ideas, as well as
slowing down the discussion and improving listening. Make sure that
everyone gets a chance to speak.
o Small groups: Time-limited discussions are held in smaller groups: small
break-out groups to generate lots of ideas quickly, or basic popcorn
discussions to start things off.
o Summarise: The facilitator will regularly clarify and summarise points to help
discussions along.
o Consensus: Clarify disagreements by periodically testing for consensus. State
the tentative consensus in question form and be specific. If you are not clear
how to phrase the question ask members to help. Insist on a response/signal
from every participant.
o Stand aside: When one or two people are blocking consensus, ask if they are
prepared to stand aside, to allow the group to proceed with the action. This
means they will not be involved in the decision and its consequences. This
lack of consensus will be recorded in the meeting minutes, and that they are
not expected to carry out the decision.
o Turn to person next to you: Turn to the person next to you and discuss a
particular topic. This method gets discussions going in no time.
o Postpone decisions: Propose a break or silence or postponing the decision to
give people time to cool down and reflect. If the decision is postponed it is
often a good idea to engage conflicting parties in conflict resolution before
the issue is brought up again. Let people cool down first.
o Negative statement: When there is time pressure or the group has lapsed into
nit-picking, it can help to state the perceived agreement in the negative: Is
there anyone who does not agree that ...?
o No agreement: When no agreement can be reached, try asking those
disagreeing for alternative proposals.
o Talking stick: People may speak only when they hold the talking stick. This
makes people conscious of when they interrupt others.
o Suspicion: Be suspicious of agreements reached too easily - test to make sure
that members really are fully supportive of the decision and do agree on
essential points.
o Call on speaker: Regulate the flow of discussion by calling on speakers.
o Tension breaker: During intense or tiring situations try humour, affirmation,
games, changing seats, silence, a group nap, etc, to alleviate the tension.
Some group might rebel at the suggestion of 'wasting time' on a game, but
will welcome a stretch break or informal hilarity.
o Dominating / over-talking: If one member regularly over-talks and it becomes
a problem, then it should be discussed with them in private to find other ways
to capture their interest and concern without having them continue to
dominate meetings. The facilitator could also use techniques to equalise
discussions.
o Formulate hesitation: Listen carefully for agreements and concerns. When a
decision cannot be made, state points of agreement and of hesitancy. Find
out where worries come from, so that they can be resolved or new proposals
drawn up that take them into account.
o Formulate consensus: The facilitator is responsible for moving the discussion
forward when the group discusses items longer than needed, and that are
basically already in agreement. In this case, formulate a consensus position,
 or ask someone in the group to formulate a position that reflects the group's
general position and then move on.
o Conflict resolution: The facilitator will help the group deal with and resolve
conflict if the group just cannot agree and will tactfully end discussions that
become destructive, or gets too heated. It is a very important responsibility to
change the direction of discussions.
o Decision making: Decisions on action steps include what, how, who, when and
where. Keep the group focussed on one item at a time until a decision has
been reached, even if the decision is to shelve it for some other time.
o Parking lot: When the group wander off far from the original agenda, bring it
to the group's attention, record them in a parking lot to be addressed later. A
parking lot is a section in the agenda where items are stored for future
consideration.
o Focus balance: Strike a balance between encouraging full discussion and
keeping the conversation focussed. Some far-off issues may be so important
that you have to alter the agenda to discuss them first. It may be a good idea
to ask for a break to discuss this with the group leaders. Other items may
have to be dropped off the agenda if necessary.
o State and restate: Clarify proposals put forward stating and restating the
position of the meeting as it appears to be emerging until agreement is
reached.
o Delegate: When over-detailed decision making is getting too time consuming,
suggest that the issues be decided by a committee at another meeting. This is
also important to do when there are more important issues to discuss. "
o Challenge to action: Focus the discussion on challenging members to take
effective actions to build the business, cleanly identifying action items on the
agenda.
o Seek commitments: It is the goal of some agenda items to get commitment,
so allocate adequate time for seeking commitment. The facilitator can seize
the moment to get members committed to certain tasks, goals and future
involvement. These are recorded into the meeting minutes. Everyone should
leave the meeting with a commitment for taking action.
o Silence: Silence is good sometimes, to give members a chance to reflect and
think things over. Also, do not mistake silence for consent.
o Caution: Don’t ask members for input on an issue that has been decided -
nothing is more disempowering.
Off-topic discussions: The facilitator cuts off unproductive sidebar conversations or
discussions that are going in circles.
Basic courtesies: Facilitators ensure that basic courtesies and meeting rules are
followed.
Criticism: Never criticise individual group members about their job performance in
front of others. Schedule individual meetings to discuss performance if necessary.
Discrimination: Facilitators should not allow people with race, class, gender, or any
subtle or non-subtle privilege to dominate a meeting.
Time keeping: It must be ensured that the meeting is carried out within the
designated time. The facilitator inspires all members to be more responsible for the
progress of the meeting, and keep to the schedule.
 Co-facilitators: Co-facilitators can make the job of the facilitator easier. Each
facilitator can get a chance to participate in the discussion, have a break, or get back-
up during conflict or confusion. Co-facilitators can also help the facilitator keep track
of who wishes to speak.
Attendance: In the interest of common courtesy, members confirm their attendance
or absence with the facilitator.
Mistakes: A facilitator has to admit and learn from mistakes made and ask for help
when overwhelmed.

Meeting rules

Most groups need some basic rules of order for meetings. If you choose to use a formal
system, such as Robert's Rules of Order or a consensus based model, make sure that
everyone understands how to use them. The facilitator and members can also decide on
their own guidelines prior to the meeting on what the rules and boundaries of the meeting
will be. Outline what behaviour is acceptable/not acceptable in meetings:

The time frame will be explained and everyone agrees to adhere to it.
It is agreed that discussions will be focussed on the subject and aims of the meeting.
One person may speak at a time.
Non-sexist/racist language.
No dominating/threatening behaviour.
The meeting could be declared a no whining zone.
Guidelines:
Who may recognise a speaker?
How is a time limit for a topic set?
How are discussions initiated or motions made?
How is voting done?
How are disagreements settled?
If something is not on the agenda, how will it be handled?
If a motion fails, can it be discussed again?
If strict parliamentary procedure is used, how are members trained in its use?
Over-talking: Those who talk easily in group settings will make an effort to speak less,
trusting that their point will be made by someone else.
Quiet/withdrawn: Those who are quiet or withdrawn will make an effort to speak
more often, helping everyone to feel more comfortable.
Solution orientation: The group may decide to forbid any problems being raised
without a solution - this will help members understand that they must be solution-
oriented.
Involvement: If your meeting is for fifty people or less, make it a rule that everyone
has to answer a question or voice their opinion at least once.

Meeting preparation checklist

Create value: Aim to create as much value as possible for the investment of each
member's time. Respect people's time as their most valuable resource.
Innovate: Develop your own innovative meeting tactics to make your meeting fun
and interesting! Try out non-traditional ways of doing things, unexpected venues and
at unusual times that would get the best out of everyone.
Roles: Designate other members to cover the roles of minute-taker, vibes watcher
and time keeper. At minimum, a minute-taker and a time keeper is required.
o Time Keeper: The time keeper pushes the group to stick to time limits by
signalling or saying how much time is left for the current agenda item. Usually
they mention 20 minutes left, 10, 5, etc. If the group has run out of time they
have to make a concerted decision to extend the discussion/agenda item and
set a time limit for how much longer it wants to take.
o Stack keeper: The stack keeper makes a list of people raising their hands who
wants to speak. This is very helpful in a complicated discussion involving a
large group. When the stack keeper nods to the member, they know they are
on the stack and can put their hand down. The stack keeper can call on just
the next person or call a shortlist of up to 5 names.
o Scribe: The scribe takes on a large sheet or white board for everyone to refer
to - this is particularly useful for brainstorming, discussions, announcements
and proposals and enables everyone to refer to these notes. Good points
which are lost in discussions will not go unnoticed.
o Minute taker: The minute taker records the official notes relevant to the goals
of the meeting. It is written as headings with short bulleted points. Minute-
takers must be able to take clear, understandable notes. These are kept in the
group's archives for the future and reflect what was done, all the main
motions, a summary of the discussions, assignments taken on, report on
actions taken, summary of reports given. Meeting minutes are used as
reference of best practices and as legal agreements. Meeting notes must
preferably be sent out the same day as the meeting, so that members can
review their tasks, especially those who missed the meeting. The minute taker
keeps track of decisions, takes minutes, collects reports, and draws attention
to incomplete items on the agenda. If something really funny happened, it
could also be included. One could also videotape the meeting for record
purposes.
o Coordinator: The coordinator is essential for large meetings, to gather people
for starting on time and is responsible for the venue, seating, equipment,
refreshments and notices.
o Vibes watcher: The vibes watcher remedies situations of conflict and distress
by calling for short breaks/stretching, by taking the role of an intermediary, by
taking time out with someone and listening to them or by bringing it to the
group’s attention that injustices has been observed.
 The vibes watcher monitors the emotional atmosphere and needs to
be able to sense underlying feelings, listen carefully and read body
language.
 Tune into how members are feeling and what the opinions and
interest levels are.
 Look after how individual members are affected.
 Ensures that no one is being ignored or personally attacked.
 Checks energy levels - has to notice if people are getting sleepy.
  Must observe when members get too unhappy or restless to make
decisions.
 Must assess whether aims are being fulfilled.
o Alternate facilitator: Find an alternative facilitator who can step in should
there be an emergency, or if the main facilitator tires or wants to participate
more actively in discussion.
Purpose: Be clear about 'why' the meeting is held. Define its purpose, objectives,
goals, and strategy.
Agenda: Use headings and short bulleted sentences to outline the agenda. Set time
limits for each agenda item:
o Start early: Start putting together the agenda for the next meeting as soon as
possible.
o Member input: Request input from member on what to include in the agenda
and on specific decisions that affect them.
o Member survey: Survey some of the members to find out what they like and
dislike, want and don’t want.
 Issues list: Create an issues list from the particular issues members
want to discuss.
 Interests: List topics that members want or need to learn more about,
or speakers they've been wanting to hear.
o Ice-breaking: Plan something to gather the group at the start the meeting
with a process to make your members feel special and build cohesion such as
team-building exercises, introductions, announcements, games or excitement
sharing.
o Juicy activity: Include something juicy that will engage, empower and uplift
the entire group.
o Reflection: Provide an opportunity for members to share their thoughts on
what the group has done well and to admit mistakes.
o content balance: One could use a 80/20 rule, where 80% of the agenda is
future orientated in discussion, debate and decision making and 20%
focussed on reports that help you make long term decisions.
o Anticipated action: Each agenda item could have an anticipated action
connected to it, in order to promote an action orientation for the meeting.
o Duration balance: Alternate short and long discussions. Think about effective
processes/tools for difficult or controversial topics. Deal with difficult items
after the group has warmed up but before they are is tired. Think about
priorities for this meeting. Which items could be tackled another time or in
smaller groups?
o Relevance: Share information with all members about everything that is
impacting the group's work. Avoid topics that are only relevant to a portion of
the group; instead use a smaller meeting for this purpose.
o Short breaks: Build in plenty of short strategic 5-15 minute breaks to provide
rest and relief from taxing discussions at least every hour so people will
remain engaged and comfortable. When the breaks are announced, ask
members to be accountable to come back on time.
o Evaluation: Plan in time for an evaluation of the meeting near the end.
 o Reports: Request brief reports on the most important activities that are
important for the rest of the group to know about.
Distribute agenda: Distribute the agenda and circulate background material, lengthy
documents or articles prior to the meeting so members will be prepared and feel
involved and up-to-date.
Brainstorm: Select a few creative members to assist in brainstorming creative ideas
for the meeting and help you stay focused on what the group needs and wants in a
meeting, and how to make the most of their time and make it as effortless and
enjoyable as possible.
Target: Keep the unique group culture in mind and adjust activities to best suit the
target group.
Theme: Use the group's company slogan or an exciting punch line for the meeting.
You can obtain resources for meeting themes plus many additional ideas at
www.bizmotivation.com.
Location: Consider your objectives, length of the meeting and your budget. Site visit:
Make sure the venue the right size for the group. Choose a meeting space your
people will enjoy:
o On-site:
o Local off-site venue: You could select a hotel conference room, a restaurant.
o Out of town: If your budget will allow it, consider a resort, 'cause most people
love resorts. Most resorts offer enjoyable relaxation options such as
swimming, golf, and other activities your employees would enjoy.
o Variety: Variety is key in keeping meetings interesting and will ensure that
you accommodate the variety of members' tastes. A meeting could be held at
your ad agency, or even in the back room of the R&D department. Be
creative.
o Selection: If you do, ask for a formal presentation, check their qualifications
and get references.

Venue set-up: Set up the venue so that members face each other to create a sense of
closeness that will enhance intimacy, communication and participation.
o Circle or semi-circle: For small groups, round tables are best for interaction
because they allow everyone to see each other.
o Half-moon seating: For large groups, meetings can be held in a theatre or
classroom setting. Arrange the seating in an inclusive half-moon or semi-
circle-shaped rows.
o No seats! It might even be useful to arrange seating on big cushions on the
floor, then there are no seating arrangement and people choose their own
positions.
o Podium/platform: Another important rule of thumb is to always place your
platform and podium on the long wall, if the room is long and narrow - to
improve speaker/audience connection.
o Room size: Small rooms with too many people get stuffy and create tension. A
larger room is more comfortable and encourages individual expression. A
room that is too large may encourage members to daydream or become
isolated from discussion.
 o Decor: Make sure your room environment is stimulating and helps to create
the mood for the meeting. Decorate the room with visual aids like acronym
charts, inspirational posters, diagrams or accents with your theme to make
sure the room has ambience. Post a large agenda up front to which members
can refer.
o Conditions: Make sure the room is comfortable! Not too hot or cold or
crowded. Be aware of air quality, ability to hear and see, insulation from
noise, bathrooms, and windows.
o Special needs: Consider any special needs participants might have and how to
cater for them.
o Music: Play nice upbeat music as members enter the room and during breaks.
Consider Mozart or New Age music for higher management. Music can also
be played as someone walks up to the podium.
Materials: Gather materials needed for the meeting, e.g. pens, marker pens,
flipcharts, written presentations and proposals.
Food: Avoid serving any food that are high in carbohydrates, like cake or lasagne - it
will make the group sleepy. Rather serve protein, fruit and vegetables. The carbs are
okay for afterwards.
Outsource: If you begin to feel overwhelmed, consider engaging the services of an
experienced meeting planner. Often, they can help you save money and their
experience can be invaluable.
Guest speakers: Guest speakers make the difference between a good meeting and a
great meeting, so choose wisely.
Meeting time: Choose an appropriate meeting time. Create a time limit. Consider
other commitments of members.
Invites: Ensure that everyone knows where and when the next meeting will be held.
Make sure all members who have the power to decide, and the ones who will
implement the decisions are present. Send an e-mail invitation to each attendee. Let
all members know about the meeting. Don’t rely on only one method of contact. Use
the phone, e-mail, snail-mail, word-of-mouth, notice boards, SMS and/or memos to
notify members.
Reminders: Remind everyone who needs to be there more than once, including once
the day before the meeting.
Promote: It's never too early to promote. A meeting is only successful if it is well
promoted. Be creative and systematic with your promotion. Get people pumped up
prior to the event by promoting it as if they had to make the decision to pay money
to attend. Include graphics with your theme on the invitation.
Customers: On occasion, and if appropriate, invite a few customers to attend a
meeting and explain why he or she buys from you and, most important, what they
want, need and expect by doing business with the group, or videotape a few of your
customers prior to your program.
Agenda and material: Distribute the agenda and background material ahead of time
so members will be prepared and feel involved.
Gifts: On occasion, give each member a surprise gift. The gift could be waiting at their
seat after the break. For example, you could purchase one lottery ticket for every
member or have a lottery for the meeting with three great prizes. Give gifts
 throughout the meeting to keep it interesting and fun. The energy level in the room
could be increased by 100%!

During meetings

Checking: Make sure you can get into the meeting room early. Check that you have
the right amount of chairs and that there is proper signage to direct members to the
meeting room. Check the lighting, sound, etc.
Time management: The facilitator, coordinator and/or time keeper have to manage
time and the process of the meeting. The goal is to start and end on time.
Refreshments: If possible, serve beverages and light refreshments such as cookies or
fruit - they are good icebreakers and make members feel special and comfortable.
Name tags: Provide name tags for everyone, at every meeting. It's a great help to be
reminded what someone's name is, when it's hard to admit you don’t know their
names.
Start time: Ensure that smaller meetings start exactly on time, respecting the time of
those who were on time. For very large meetings, plan to start 10-15 minutes before
the official start time.
Welcome: Greet members and make everyone feel welcome and listened to at the
beginning of a meeting, and do not bemoan late members or absentees.
Meeting rules: Announce meeting rules that are particularly apt for this meeting.
Agenda: Review the agenda so that the group understands priorities for the meeting.
State the intention to stick to the agenda and to keep conversation focused on the
topic and ask if there are any items to add. Go through the agenda item by item.
Breaks: A 5-15 minute break every hour should suffice. Even a quick stretch can
lighten the mood and make everyone more productive.
Ice-breaker: Ask someone to think up a juicy ice-breaker a few minutes before the
meeting and use it during your opening go-around.
Introductions: In smaller sized groups, ask each member to introduce themselves and
encourage them to share more than just their names.
Regulate discussion as outlined earlier.
Participation: Set a tone for equal participation between the group and the
facilitator. Make participants feel comfortable and appreciated.
Enjoyable: The facilitator must ensure that decisions made, plans developed, and
commitments made, are done in a manner that is enjoyable for everyone in the
group.
Manipulation: Avoid manipulating the meeting towards a particular outcome. If this
becomes difficult, step out of role and let someone else facilitate.
Acknowledgement: In the meeting, be sure to recognise work well done, especially
committee work.
Feedback: Encourage feedback. Ideas, activities and commitment to the organisation
improve when members see their impact on the decision making process.
All perspectives: Encourage group discussion to get all points of view and ideas. You
will have better quality decisions as well as highly-motivated members; they will feel
that attending meetings is worth their while.
Q&A: A meeting is the ideal place for Q&A sessions between divisions of the group.
Let them know about the Q&A session early on in the meeting and to write down
questions on an index card. Collect the cards in time to hand them to volunteers who
would then answer these questions. The facilitator has to keep a close eye on
proceedings.
Minutes: Keep minutes of the meeting for future reference in case a question arises
or some members are not in attendance.
Summary: Summarise agreements reached.
Running long: If you must go longer, the facilitator should make sure everyone is
alright with adding extra time onto the meeting. If people aren’t okay with it, the
discussion should be tabled until a later date. If using consensus decision making
make an allowance for extra time to go deeper into the issue if necessary.
Agenda review: Find out from members if the agenda was adequate - discuss with
the group how or when the issue can be addressed effectively. Revisit your goals to
see how well these meetings are fulfilling members’ needs and make adjustments.
Write down what went right, what went wrong, and what you would do differently
when you plan the next meeting.
Evaluation: Member feedback will give you great insight into how members have
received the meeting. Use this feedback as a guide for future meetings. Bounce
specific feedback received off other members in surveys to gain more perspectives -
someone may suggest something otherwise overlooked!
Schedule next meeting: Set a date, time, place and assign roles for the next meeting.
Positive end note: Always end the meeting on a unifying or positive note, provide
satisfying closure:
o Sum up the meeting. Spend a few short minutes recapping your plan of action
at the end of the meeting. Did you meet your goals? What are the next steps?
Who's doing what?
o Use affirmation and appreciation to thank everyone for making the meeting a
success.
o Thank people who prepared things for the meeting, set up the room, brought
refreshments or typed up the agenda.
o Comment on special contributions of members and accomplishments of the
group.
o Encourage individuals to pursue projects or ideas.
o Remind everyone to read the meeting minutes.
o Reiterate the business's mission.
o End the meeting on time.
Meeting follow through

Minutes of meetings:
o Prepare minutes: The minute taker must prepare the minutes on the same
day, after the meeting to prevent errors of memory.
o Memorandum: Once the minutes are prepared, distribute them within one
day to reinforce the importance of the meeting.
o Follow-up: Diarise dates and relevant reminder notes when to inquire about
how agreed tasks are progressing. Makes sure that responsibilities are clearly
understood and duties carried out.
o Legal records: Store a copy of the minutes where the group legal documents
are kept. Minutes of meetings are legal records of agreements and decisions
of the group, and may be reviewed as part of the annual audits.
Reports: Tasks agreed to be completed have to be accomplished and progress reports
prepared for the next meeting.
Improvements: Discuss the meeting with members and note any areas that can be
improved for more productive meetings.
Absentees: You may want to analyse the recruitment plans after the meeting. Call
members who missed the meeting. Tell them you missed them and update them on
the meeting's outcome.
Action: Follow-up on delegation decisions. See that all members understand and
carry out their responsibilities.
Appreciation: Give thanks, recognition and appreciation to excellent and timely
progress. Write a thank you e-mail to everyone who assisted you in making your
meeting successful.
Unfinished business: Any unfinished business is put on the agenda for the next
meeting.
Additional resources for successful meetings

www.icl.org - The Institute for Conservation Leadership offers trainings to

conservation organisations in meeting facilitation and other aspects of organisational
development
www.nonprofits.org/npofaq/ - The Internet Nonprofit Center – Nonprofit FAQ offers
information and advice on many aspects of meeting facilitation.
www.managementassistance.org - Management Assistance Group provides support
to nonprofits.
http://www.nutsbolts.com/np-mission.htm - on-Profit Nuts and Bolts assists with
elements of non profit management and organisation Visit
www.mapnp.org/library.Free Management Library, by Carter McNamara, is a web-
based library with useful information on all aspects of
running a nonprofit organisation.
How to Have Effective Staff Meetings, by Susan Gross and Robin Katcher
Facilitator's Guide to Participatory Decision-Making
Sam Kaner with Lenny Lind, Catherine Toldi, Sarah Fisk and Duane Berger, New
Society
Publishers, 1996, ISBN: 0-86571-347-2
Democracy in Small Groups - Participation, Decision-Making and Communication
John Castill, New Society Publishers, 1993
ISBN: 0 86571 274 3
Resource Manual for a Living Revolution
Virginia Coover, Ellen Deacon, Charles Esser, Christopher Moore, New Society
Publishers, 1981,
ISBN: 0-86571-008-2
Working with Conflict
Fisher et al, Zed Books, 2000
ISBN: 1 85649 837 9
The Mediator's Handbook
Jennifer E. Beer with Eileen Stief, New SocietyPublishers, 3rd edition, 1997,
ISBN: 0-86571-359-6, developed by Friends Conflict Resolution Programs
From Conflict to Cooperation - How to Mediate A Dispute
Dr Beverly Potter,
Ronin Publishing, 1996
ISBN: 0-914171-79-8

Benjine Gerber, Author, Systems developer

benjine@itemporium.co.za
www.self-educate.com