Driving results with effective meetings - by FAST Meetings Co - FREE 45 Webinar - Sept 2013

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Driving results through
effective meetings
with David Pointon, FAST Meetings Co.
FREE 45 minute webinar
Register for the next webinar at:
fastmeetings.com.au

Get present
Set 45 mins aside to learn
Turn off distractions
Get note paper and pencil/ iPad

Back to back meetings defy
physics
10.00 – 11.0010.00 – 11.00 11.00 – 12.0011.00 – 12.00

10.00 – 11.0010.00 – 11.00 11.00 – 12.0011.00 – 12.00
Back to back meetings defy
physics

Start on time

Rate the current effectiveness of your
meetings
5.555% is average rating of effectiveness over 2,500 sample

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?

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

Start on time
Meeting 1Meeting 1 Meeting 2Meeting 2
Today

What is the biggest issue with your meetings?

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?

What does a great meeting look like?
10 / 10

The FAST Framework – 4 natural
stages
Focus
Awareness
Solution
Traction
Start
Finish

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

Worlds Best Agenda Template
The FAST framework in action
• Downloadable template
 www.fastmeetings.com.au
• 5 min video

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!”

Unclear purpose; from initiator of meeting
Accepting invites without being clear
Problems with Focus

Banish unfocussed meetings
2. Accept meetings with purpose10%

There are 4 types of meetings
Type
Decide: binding decisions made
Consult: ideas sought, shared
Inform: one way downloads
Relate: trust and knowing others

What type of meeting do you attend most?

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%

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?

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!

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.

Unfocussed meeting invitations

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

Foundations workshop
Cultural
norms
Collective
commitments

Encouraging participation, engagement
Keeping people on track
Managing dominant personalities
Problems with Awareness

Generate rich dialogue and
sharing
2. Enable participation50%

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

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

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 expertise
Functional expertise
Customer feedback
Customer feedback
Current performance
Current performance
Last year results
Last year results
Multi stakeholder inputs
Multi stakeholder 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?

Group Facilitator
??
… the conversation is drifting off track… the conversation is drifting off track

Which question would you use?

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?”

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

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…

How would you intervene?

Getting decisions made
Agreement and commitment
Getting clear outcomes and actions
Problems with Solution

Make decisions that people commit to
2. Use the right decision method20%

The intersection of strategy and
culture
StrategyStrategy
Culture
MeetingsMeetings

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

Which is most important in your org.?

Switch at 2/3 of time

Switch at 2/3 of time
3333
minmin

How would you go about making the
switch?

Decide using the right method
• How much time is
there to decide?
• What level of
commitment is
required?
Time availableTime available
LevelofcommitmentneededLevelofcommitmentneeded

there to decide?
• What level of
commitment is
required?
AutocraticAutocratic
ConsensusConsensus

there to decide?
• What level of
commitment is
required?
AutocraticAutocratic
ConsultativeConsultative
ConsensusConsensus
CollaborativeCollaborative

“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..

Having measurable action items
People being accountable to follow through
Too many priorities to action
Problems with Traction

Deliver outcomes and actions
1. Be specific - What, Who,
When
hrs
10%

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

What specific action are you committed to?

Meeting actions are like radioactive waste

Send minutes 48 hrs≥
Key info;
Solution,
Traction
Key info;
Solution,
Traction

FAST Framework
1. Clarify & test What, Who,
When
hrs
2. Use the right decision method
2. Enable participation
2. Accept meetings with purposeFocus
Awareness
Solution
Traction
10%
50%
20%
10%

Organisational impact – Collective investment
15.6Average hrs spent per week by Senior Managers

Organisational impact – Collective investment
4.8Average hrs spent per week by staff

Your meetings culture; a big
investment
$ 1.5m
Salaried time invested in meetings per 100 staff

Meetings ROI Calculator – Measured impact
Investment per year
per 100 staff
Investment per year
per 100 staff Meetings ROI
Meetings ROI

A big productivity issue
- $0.64 m
Return on salaried investment in meetings per year

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?

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?

Support
Feedback – today
Tools & video – tomorrow
Update – next week
We’d love your feedback We’d love your feedback 

Thanks,
and good luck
with your meetings
info@fastmeetings.com.au
1300 302 530

Driving results with effective meetings - by FAST Meetings Co - FREE 45 Webinar - Sept 2013

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