Leading Effective Meetings - You Can Lead Effective Meetings | TJ Walker | Skillshare

Leading Effective Meetings - You Can Lead Effective Meetings

TJ Walker, Public Speaking and Media Training Expert

Leading Effective Meetings - You Can Lead Effective Meetings

TJ Walker, Public Speaking and Media Training Expert

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55 Lessons (1h 16m)
    • 1. 0 Leading Effective Meetins Promo Video

    • 2. 1 Quick Wins! This 20 Second Rocket Booster for Any Meeting

    • 3. 2 Figure THIS One Thing Out And Your Meeting Can't Miss

    • 4. 3 Here Is Exactly What Is Wrong With Your Meetings

    • 5. 4 Do This NOW Before Your Next Meeting

    • 6. 5 Planning Your Meetings to Succeed, In Advance

    • 7. 6 Here Is How to determine If You Should Have a Meeting

    • 8. 7 Face to Face Meeting Versus Skype Versus Phone

    • 9. 8 Setting An Agenda That Leads to Success

    • 10. 9 Whetting the Appetite of Your Attendees

    • 11. 10 Nobody Likes Last Minute Surprises

    • 12. 11 Creating the Perfect Guest List

    • 13. 12 Never Get Caught Standing Out In the Rain

    • 14. 13 The Perfect Planing List for You

    • 15. 14 Your Meeting Means it is Your Meeting

    • 16. 15 A Radical Idea Start on Time!

    • 17. 16 Here Is How To Make It Easy To Focus Everyone's Attention

    • 18. 17 A Present for Every Attendee

    • 19. 18 The BEST Time to Give Handouts

    • 20. 19 Sum It Up, Fairly

    • 21. 20 Use a Gentle Approach

    • 22. 21 A Meeting Of the Minds that Speak

    • 23. 22 Put A Spotlight On the Elephant in the Room

    • 24. 23 Moving Beyond Your Circle of Friends to Lead the Effective Meeting

    • 25. 24 Don't feed the Attention Hogs

    • 26. 25 Drawing Out the Hidden Good Ideas In Your Meetings

    • 27. 26 Start, End , the Middle, All On Time

    • 28. 27 You Will Be Leading By Example, Good and Bad

    • 29. 28 Nature Will Call, Will You Listen

    • 30. 29 Sometimes, What People Are Doing is More Important Than What They Are Saying

    • 31. 30 Gathering Evidence, Every Step of The Way

    • 32. 31 Here Is Exactly What We Are Going to Do And When It Will Be Done

    • 33. 32 Here Is What We've Learned

    • 34. 33 Devise Your Own Personal Plan for Leading Effective Meetings

    • 35. 34 Want to Lead Effective Meetings Then Deliver Effective Presentations

    • 36. 35 The Magic Tip Will Revolutionize Your Meetings Forever

    • 37. 36 You Aren't In Kindergarten, No Reading to the Class

    • 38. 37 Get Your Presenters To Identify Their Top Five Points

    • 39. 38 Printing Out PowerPoint Slides In Advance Is Worthless

    • 40. 39 Your Presenters Can Be Like TED If You Nudge Them

    • 41. 40 For Really, Really Big Meetings, You Need to Do This

    • 42. 41 Establish Your Rules So You Won't Be Bored to Death

    • 43. 42 Let's Try Something Completely Different

    • 44. 43 No Need to Get Too Comfortable Here

    • 45. 44 The Buzzer Has Rung

    • 46. 45 Forget the Spa Treatment

    • 47. 46 Ever Hear of a Little Company Known as Amazon

    • 48. 47 Consider an Outright Ban On PowerPoint

    • 49. 48 Your New Ideas on Running Effective Meetings

    • 50. 49 Now Comes the Hard Part

    • 51. 50 You Don't Have to Guess If Your Meeting Was Effective

    • 52. 51 Tinker To Make The Next Meeting Even Better

    • 53. 52 Your Own Presentation Skills Library

    • 54. 53 You Must Practice What You Preach

    • 55. 54 Leading Effective Meetings for the Rest of Your Career

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About This Class

Leading Effective Meetings. Imagine yourself leading effective meetings that people in your organization actually look forward to attending. Meetings don't have to be dry, boring, tedious, time-wasting affairs.

In this course, you will learn the specific skills and mindset needed for leading effective meetings. You will master the following:

How to plan meetings fore effectively

how to set a meeting agenda

How to instantly engage everyone in a meeting within the first 3 minutes

How to encourage people to give great presentations at your meetings

How to shorten the length of your meetings

how to eliminate distracting behaviors in meetings.

Meetings are not going away. So if you are going to have meetings in your organization, they might as well be effective.

Leading effective meetings is an important skill for any ambitious executive, but it is one that is rarely taught in school even in top-rated business schools.

TJ Walker has conducted workshops and seminar for business leader in more than 30 countries around the world on how to run effective meetings and how to present effectively in meetings.

Isn't it time to eliminate unproductive meetings form your workplace? You can begin leading effective meetings in your organization starting right now. First, all you need to do is enroll in this course today.

This Leading Effective Meetings course is primarily lecture based, and it has 6 supplemental books in PDF format. If you are looking for a course with lots of graphics, slides, music and special effects, tins is not the course for you.

Meet Your Teacher

Teacher Profile Image

TJ Walker

Public Speaking and Media Training Expert


TJ Walker is the founder of Media Training Worldwide and has been conducting public speaking training workshops and seminars since 1984. Walker has trained Presidents of countries, Prime Ministers, Nobel Peace Prize winners, Super Bowl winners, US Senators, Miss Universes and Members of Parliament .

Walker has more than 100,000 online course enrollments and more than 100,000 online students.

His book, "Secret to Foolproof Presentations" was a USA Today # 1 Bestseller, as well as a Wall Street Journal, and Business Week Bestseller.

Walker is also the author of "Media Training AZ" and "Media Training Success."

In 2009, Walker set the Guinness Book of World Records for Most Talk Radio Appearances ever in a 24 hour period.

Walker has also served as a forme... See full profile

Related Skills

Business Leadership

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1. 0 Leading Effective Meetins Promo Video: imagine yourself leading effective meetings every time you call the meeting. People are actually enthusiastic and excited about coming. People participate, and they feel good about what happened after the meeting. Most important, you accomplish the objectives of your meeting. Hi, I'm t. J Walker and I consult and coach with corporations, organizations all over the world on how to have more effective meetings, organizational events and presentations. This course is going to give you the fastest, quickest tips to elevate your meetings to make them truly effective. If you want to get rid of boring, tedious, time wasting meetings, go ahead and enroll right now. 2. 1 Quick Wins! This 20 Second Rocket Booster for Any Meeting: Let's dive right in. I don't want you wasting time of people who come to your meetings, and I don't want to waste your time. So I want to give you something of value right now. The next time you start a meeting, I would recommend that you ask. Everyone is coming to be prepared to speak for just 20 seconds, giving their initial thoughts on the subject matter. Now, this has a couple of things. It motivates people to read any preparation materials to read the agenda. It forces them to think about it. They're going to feel this pressure that people are willing to be looking at them and judging whether or not they did some homework. Here's the beauty of this. If you have, for example, 10 people in your meeting, this whole exercise will take less than 3.5 minutes. Now, if you start on time and you finish this everyone going around for just 20 seconds less than 3.5 minutes chances are frequent. You're not even starting on time now, so there's no net loss of time. Try it. It really energizes people. Gets a little bit of that rush going on. They feel slightly nervous sometimes, But that's good. It gets them awake, it gets them alert and it gets them used to speaking about the topic of this meeting. 3. 2 Figure THIS One Thing Out And Your Meeting Can't Miss: What is the purpose of the meeting you were calling? I'm serious. I want you to really think about it, focus on it and be able to summarize it in one sentence. Too many people hold meetings just because, Well, we're supposed to have a meeting every Monday. You need to be able to summarize in one sentence. What the purposes. If you can't do that, maybe it's not a good idea to have a meeting, and it needs to be specific. It can't be just in general to discuss strategies for the future that's so vague and fuzzy and nebulous starting point for any meeting, being able to crystallize in exactly one sentence what the purpose is of the meeting. 4. 3 Here Is Exactly What Is Wrong With Your Meetings: so the title of this course is leading effective meetings. What does that mean? The implication, of course, is that most meetings are not effective. Well, why is that? No, let's be honest. Let's be candid. Think about your organization meetings, urine. How many of them are boring? How many of them seem pointless? How many of them seem to drone on and on? How many of them never start on time? How many of them never end on time? How me and any of them seem like a complete, utter waste of time? If you want to be effective at leading meetings, it's not enough to simply be aware of things you don't like. You have to have a sense of self awareness, the very things you don't like when other people run meetings. Are you perhaps guilty of making the same mistakes in your own meeting so you won't be effective at leading meetings and running meetings? You've got to have a sense of enough self awareness to know not to repeat the same things other people do that you don't like in your own meetings. If you hate it when other people start late, don't start late if you hate it when the person leading the meeting has no real clear purpose of why the meeting is held that don't hold meetings that way. So that's the first big step is you already know what doesn't work. So you got to make an active checklist of things not to do this way, you increase the odds of running an effective meeting. 5. 4 Do This NOW Before Your Next Meeting: all right. First quick homework assignment. I need you to go to the Q and a section right now of this course and write down in one sentence. What is the purpose of the next meeting you want to hold? And if you don't have any plan, think of one you're likely to hold or that you could hold in the next month or two. I want you to get in the habit of really thinking in terms of one key purpose. One key concept that is highly specific. If you want to change the name of your company organization, your industry, that's OK. But I want you to really focus, and I want you to write it down now. This course works much more effectively if you are engaged and you participate and you don't just sort of sit back and watch me. So please go to the Q and a section right now, right down in one sentence. The purpose of your next meeting 6. 5 Planning Your Meetings to Succeed, In Advance: if you look at the most beautiful homes in the world or the most beautiful office buildings or civic buildings, they didn't get that way because people just had a good attitude when they showed up to start putting bricks down. There was extensive planning before the first brick was put down before the first amount of dirt was shoveled away. If you want to lead an effective meeting, you have to plan in advance before anyone ever comes into the room. This section is gonna go through basic tips you need to think about in the planning stages of your meeting. 7. 6 Here Is How to determine If You Should Have a Meeting: when planning your meeting. The first really big thing you need to think about and contemplate is, Do you actually need a meeting at all? Could this perhaps be done with a simple email? Could you perhaps just get one or two people on the phone and have a quick 10 minute phone call? So many organizations, the default mode of thinking about things. Let's hold a big meeting. Next thing you know, you've tied up dozens of people and 50 or 60 man woman hours of corporate or organizational time. Time out. Ask yourself what is the worst thing that would happen if we don't hold a meeting on the subject? If the answer is not much, maybe you should opt in favor of not having the meeting. One of the things that makes meetings really effective and most organizations is the sense that it's truly about something important that could Onley be dealt with in a meeting. If you are true, promiscuous and holding meetings all the time, they will lose their luster. They will lose their effectiveness. So that's the first big question. Could this issue be dealt with in some way other than face to face meetings 8. 7 Face to Face Meeting Versus Skype Versus Phone: next big question. Let's say it can't be handled just by a simple email or memo, but doesn't have to be a face to face meeting these days. It's very simple to use some technology. Skype Go to Webinar, some form of video conferencing where people can stay right at their desk. Because if you have a meeting, even if everyone is in the same building, several things happen. They have to walk to it. Some will get there early. Some get on time, someone who stretch along the way. And once you're in a room, meetings tend to last longer that if it is done in a virtual environment. So always ask yourself, Is this potentially a meeting that could be done through some video platform, Especially when you're talking about flying people in from other locations, you dramatically save on money and even more dramatically in most cases on the amount of time you're taking for people. If someone has to fly from another city for an hour long meeting, you're essentially taking two days out of their life of their productive life. If the whole meeting is done through life Skype video, you're taking just one hour. So that's the next big question. You have to answer 9. 8 Setting An Agenda That Leads to Success: you've already established what the purposes of the meeting. Next, you've got to set an agenda. Give some real fought to this. I would stick to one page, ideally fewer than a handful of agenda items. But think about it. Planet in advance. Don't just hold a meeting with a general topic and hope people fell out the agenda throughout the meeting. That's a good way to lose an entire afternoon and waste time. Have an agenda. Seek input from all the people who have a vested interest in the issue to be discussed and the problem to be solved. Get input from all the key players involved in setting the agenda and set the agenda in advance. Write it down paper text. Virtual however you want it, but make sure it is metaphorically cast in stone. 10. 9 Whetting the Appetite of Your Attendees: once you've established the agenda. My recommendation in most cases is to put together a one page summary of key issues briefing materials, things that people need to know in order to have an intelligent conversation. Don't run the temptation of putting in 30 or 40 or 50 pages. Most people will be too busy and it just is overwhelming. If you nearly down toe one page and this is the second page after the agenda, you increase the odds. People will look at it, study it, reflect upon and come to the meeting, ready to participate and ready to make this an effective meeting. So I don't just say, Well, I don't have time for If you don't have time to do a one page summary memo, why do you expect everyone else in your organization or outside your organization to take all the time to come spend an hour to with you in a meeting 11. 10 Nobody Likes Last Minute Surprises: next send the agenda and the one page memo in advance. Now every culture is a little different in different organizations, and obviously, if it's people you work with every single day, and it's about a relatively mundane issue that maybe an hour is enough notice. But if it's a really big issue, maybe you need three days or even a week's notice, sending it out to people. Give some thought to it. Ask yourself if you weren't the one running this meeting, when would you like to have the agenda? The memo. To begin reflecting on your own thoughts, send it out in advance. You want people to respect your time by showing up on time, respect their time by giving them enough notice to plan in advance. 12. 11 Creating the Perfect Guest List: when it comes to effective meetings, so much of it comes down to who was invited. If you think about it, all sorts of other events or that way, too. If you're having a backyard barbecue, it's probably gonna be better if you invite your 10 best friends rather than sending out a mass letter to everyone in the phone book in your town. That would probably be chaos. You need to give tremendous thought on who you invite. Each person you'll invite needs to be there for a purpose, not just Teoh, not offend somebody. Trust me. Very few people are offended. If they don't get invited to your meeting, people need to be invited, and they need to know why they were invited. One of the biggest problems with meetings everywhere is simply too many people in the room . When they're too many people in the room, it's harder to hear people who are even a little bit shy are reluctant to speak up. It takes a lot longer because more people have to get in the room. You gotta wait for more people. Everything is slower and just clunkier. There is something known as the two pizza rule. This is a policy that's often used in Amazon will be talking about the Amazon meeting model later in this course, but they're famously this. CEO Jeff Bezos prefers not to attend any meeting where there are more people than congee fed by two pizzas, and the standard metric for that is eight people. If you have more than eight people, you probably couldn't feed them all with two pizzas. That's the point when it can become unwieldy and people aren't sure when they're why they're there. That's what people are in a second and third row and are a lot more likely to be doing this . So ask yourself. I'm not saying it's the end of the world if you have to have nine or 10 people in a room. But ask yourself, Is there a very specific riel reason why every single person has been invited and why they're here? You need to really be highly selective. Otherwise you do everything else Well, if you've got just dozens and dozens of people, they don't know why they're there. It's not going to be an effective meeting 13. 12 Never Get Caught Standing Out In the Rain: are we forgetting anything? Oh, yeah. Book the room. Now, if you are a really small, small organization that only four people in your company and always use the same conference room and no one else is there, that's easy. But in many organisations of a certain size, there are different conference rooms. People have to reserve them in advance. Sometimes you forget you just assume one that's open 90% of the time will be available. You go there and there's someone there, and now you got to sit there and quickly scramble around. You're going to the new room. People are coming to the old one. It is a chaotic way, an ineffective way to start your meeting. Don't fall into that trap. Assume nothing. Reserve the room double check the room. You need to get to the room early and make sure everything is set. Is the room clean? It just sets off a bad mood with everyone. If they walk into a 9 a.m. meeting and there's pizza boxes left over from yesterday's meeting, make sure the room is clean and if the cleaning service was supposed to do and they didn't do it, then you do it. If it's your meeting, you were ultimately in charge. Is anyone delivering a power point presentation or doing anything else involved with audio video? Make sure all the equipment is there and make sure it works. 14. 13 The Perfect Planing List for You: I've given you my guideline. Now it's your turn. All of this has to be personalized to what works for you in your own organizational culture . So here's the homework assignment. I want you to come up with your own to do list in preparation for not only your next meeting, but all the meeting. So if you have to find a location outside of your organization or within your building, if you got to get the A V equipment ready, if you want to go in and set a policy for yourself of sending out invitations two days in advance, a week in advance, two hours in advance. I want you right now to come up with your own policy checklist. In preparation of meetings, keep it to 10 items or fewer. Go ahead and post your own checklist right here in the Q and a section 15. 14 Your Meeting Means it is Your Meeting: you've done the planning. Now it's time to actually lead the effective meeting. This section is going to be on all the things you need to do. If you are the leader of this beating now, you might not want to give yourself. Is the general or a drill sergeant or anything militaristic? Your model might be Oprah Winfrey or a caring, compassionate professor? There's a lot of different styles of being leader of a meeting being a facilitator. But the important thing is you are willing to make some decisions and you are willing to get things started and going and moving and ending on time. Someone has to take responsibility and it's gonna have to be you. These things do not just happen by themselves. That's a will cover in this section. 16. 15 A Radical Idea Start on Time!: for starters, the first big decision your hand to make. Will you start on time. Now, If you're in an organization where the culture is, everyone's always 15 minutes late, then it's not very helpful to say Start on time, no matter what, Because if you're the only person in the room, it's not a meeting. Its you talking to yourself. But try do whatever you can try to get people to show up on time and then start on ton. Now, if you're expecting 12 people and there are only two of you in the room, you can at least start a conversation background dealing with issues. So you're not wasting that time. Certainly, if you have a majority seven or more, then go ahead and hop right in. Maybe some of the people show up late, miss out on something that's a lesson for them. Show up on time. Too many organizations have a culture where it's just expected. You say This time, everybody knows that doesn't start till 10 after 15 after therefore its irrational. It's time wasting to actually show up on time and then 10 minutes late becomes 15 minutes late, becomes 1/2 an hour late and everyone's time is wasted. That's not an effective way to run a meeting. So my recommendation just start on time, unless you simply can't because the vast, vast majority of people aren't there or the main decision makers, The most important people who were instrumental in the issues to be discussed are simply not there. Don't punish people who showed up on time and reward people for being late, because when you do that consistently, it's only rational for people to never show up on time for your meetings. 17. 16 Here Is How To Make It Easy To Focus Everyone's Attention: Hey, we live in an era of multitasking, right? You're good at multitasking. Your smart, all the people you work with their smart and can multi task. Right? Guess what? It turns out we've been sold a bill of goods. That is a complete fraud. You are a horrible multitasker. I am. Ah, horrible multitasker. All the people in your organizations are horrible. Multi taskers. By that, I mean, we can't really do two things well at once that are important. We can't focus on more than one thing. If you want to run an effective meeting, you need to do everything you can to increase the odds that people are focusing on what is being discussed right now. So what does that mean? Means we got to make a choice. Here. Are here? Are here? Are here my recommendation? If it is a group of people who report to you, if you have any kind of authority, I would highly recommend you do what some corporations do, which is you require cell phones to be left outside the room in a little box that is going to do two things. It's gonna keep people really focused and not be distracted texting and emailing and all sorts of nonsense and checking Facebook updates. And it's going to mean the meetings won't last long because someone's gonna be dying to get back to your cell phone. So you win both ways, and I realize you can't always do that. If it's not someone who works for you. If it's a client, if it's a customer, if it's your boss, you can't very well tell them you can't have a cell phone in here. But you can do everything possible. Certainly keep your own cellphone hidden. No vibration, no sound, no nothing. Best to actually turn it off, but you can't always do that. My recommendation would be certainly suggest to people that they leave it outside. That's the best of all possible worlds is to not have cell phones in the same room as you're having the meeting in. If you don't do that, the next best thing is power off your cell phones. Some people are not gonna want to do that, but some people don't want to come to your meeting again if you have any authority, or you can help change the culture of the organization having people power there. Cell phones off during a meeting, wildly helpful because then it's just human nature. You're not intending to use your cell phone, but you see something flash up and it could be just your next door neighbor wanting to borrow a lawn more. Nothing important. But it attracts your attention away from what's being discussed in the meeting. So first choice banned cellphones. If he can Second choice, get people to power them off the third choice, it least have them put on silent and put it on the mode where it doesn't vibrate either. That is my recommendation for what your cell phone policy should be in your meetings. Now, make no mistake about it. Your meetings have a cell phone policy. If you don't state anything, here is the policy. I'm gonna listen to you about 5% of the time, and then I'm gonna check my email, and then I'm going to go to Facebook, and then I'm going to go to some online sites and then I'm going to get a new york times dot com. Oh, wow. Look at what happened today. In what? Don't let that be your cell phone policy for your meetings. 18. 17 A Present for Every Attendee: you have emailed the agenda to everyone who's to come to the meeting. My advice still and apologize. Teoh. We're all trying to protect the environment these days, but just one page is not going to destroy the environment. My recommendation. Have a single sheet of paper with the agenda out on seats so people can see it brings clarity to the mind people might have lost the mail it may have gotten in spam. It's just helpful to focus if you don't want to print paper. If it could be projected up on a smart board or screen, that's okay, too. But it's very helpful to bring clarity and focus to everyone's attention for the meeting to have an agenda one pager right in front of them. 19. 18 The BEST Time to Give Handouts: Excuse me. I'll be with you in a minute. Just going through all these papers. You don't want people going through lots of papers in your meeting. Here's a secret. Don't hand out lots of papers in the beginning of the meeting. Too many people make the mistake of saying, Well, I want to be thorough and hard working and professional So they create this long, elaborate Power Point slide deck printed out, and they give people 30 pages. So what happens when the meeting starts the audience? The people in the meeting are ignoring you. Speaking, talking, trying to have a conversation and their head is buried, flipping around in paper. In the previous lecture I mentioned to you, I recommend that you get people a one page agenda. Notice I said one page. There's nothing to flip around and get lost in when it's one page. So if you have lots of lots of other background material or slide decks and all that, you want to get that that's fine. Either email it in advance or handed out after the meeting or give a your O. R promised email it to people after the meeting. Don't put all the information in front of people. You don't want to create competition for yourself. You don't want to get people an incentive to ignore what you're saying and what other people in the meeting are saying. People could do one thing at a time. They can listen and participate, or they can get immersed in reading paper. You decide, but decide in advance. 20. 19 Sum It Up, Fairly: If you are the one leading the meeting, you need to summarize what the purpose is. What are the issues to be discussed? You need to send it out for people you don't want to assume. They've never heard of these issues before. You need to get a sense of what people's knowledge bases, how much homework they've done and then make your assessment. But then you have to lay it out. That doesn't mean talking for three hours. Sometimes a succinct summary in two minutes is all you need to do. But after you've called everyone together, you've said hello, you've started things you need to summarize. What is it we're doing here? What do we have to discuss? What do we have to analyze? What we trying to accomplish? You need to do this as briefly as possible, but doing it in a way that's conversational. The people understand it's absolutely key 21. 20 Use a Gentle Approach: when you are leading the meeting, when you're summarizing the issues at hand, when you're trying to shape the discussion, it's important to realize you don't want to seem like you have such a heavy hand. You're trying to force people into your positions because if you've just decided and you're the decision maker, why have a meeting? People hate it when they're called to a meeting, ostensibly to have input, and the decision has already been made. You need to understand the assumptions of other people in the room, but don't make automatic assumptions where you have no basis for doing so. You need to really try to lay things out in as objective and as dispassionate away as possible to give people an environment where they feel comfortable sharing their ideas. If they feel like you Onley feel one option is viable in everyone else's crazy or insane for bringing up other issues, it's going to shut down the conversation quickly. Not much new productive will happen in this meeting. Related to all of this is you have to truly have an open mind if you're going to have a meeting to solicit new ideas, New suggestions, new techniques and new ways of solving problems. And sometimes if you're the one leading the meeting, you may know more than others because you're simply spending more time on that. You may have strong views, but it's important to at least let people know you are open to other ideas. There has to be a sense of really listening, not just speaking, letting people talk, letting people share ideas that might not work for obvious reasons. To you. Legal reasons, ethical reasons, other reasons. But don't just shut him down instantly. Let people talk, because if you shut this person down with a bad idea, this person over here with a great idea might just keep it bottled up inside. 22. 21 A Meeting Of the Minds that Speak: If you are leading this meeting, you may be speaking. You may even be speaking more than anyone else. That's not necessarily bad. But at some point there has to be a conversation. There has to be option for people to talk, share their feelings. And this is where your role comes in as the facilitator, the moderator, and you need to be comfortable asking questions of people, ask them questions and make them really questions. If you already know the answer to it, then it's just a rhetorical question and you're trying to maybe look, makes someone look stupid or foolish or lead them to your conclusion. Ask real questions where you legitimately don't know the answer and give people an opportunity to share. People want to be heard. Meetings are a lot less boring for anyone when they speak, because when you speak in front of people, especially if it's Ah, boss or someone you don't know, it's natural to have a little adrenaline flow through your body. If all you're doing is sitting back listening to some boss or one or two big shots give their opinions back and forth, it gets really boring quickly when it's boring. The attention goes way down. And that's when people end up talking about how much they hate meetings in our company, because guess what. In most companies, people hate meetings and our company, you've got to get away from that one way is really asking thoughtful questions and listening with an open mind. 23. 22 Put A Spotlight On the Elephant in the Room: if you want to be effective, it running meetings, you're gonna have Teoh sometimes deal with really tough issues asked Really tough questions . Deal with unpleasant issues. Deal with that elephant in the room that people traditionally don't like to talk about. What they whisper about over the coffee potter in the lunchroom to people, but they don't talk about in front of everyone. You have to be willing to deal with tough issues if someone has all sorts of great ideas for expansion. But you've got tremendous cash flow problems to pay off last month's rent. You may want to deal with that issue right now, rather than just sweeping it under the rug. So if you want to be effective, it running meetings. You've got to get into the practice of not just talking about the happy subjects, but talk about the toughest possible subjects that relate to your issue and what you're trying to accomplish. 24. 23 Moving Beyond Your Circle of Friends to Lead the Effective Meeting: there's a tendency in any organization and even among friends, once a conversation starts and you're the leader to call on the people you know who are the most articulate, have the strongest views and to call on your friends. The problem with that is, after a while, these patterns go deeper and deeper and the same people talk. And someone who isn't your friend or perhaps isn't a public speaker. They feel like they are receding. They're not wanted there, not needed. They should just hide in the woodwork. You're gonna be a good leader of meetings. You need to actively call. Ideally, on every person in the meeting, she recalled, I recommend for most meetings if you follow the two pizza rule, no more than eight people well, and you're one of them. You can call on seven other people to get their opinions. It's going to make for better ideas, a better meeting, a more interesting experience for everyone. The other thing got, Ask yourself if the entire meeting finishes and you haven't called on that person wants, Why did you even invite that person to the meeting 25. 24 Don't feed the Attention Hogs: when you're running the meeting, you want people to participate. You shouldn't be doing all the talking, but you want to make sure no one hogs the spotlight. Some people just love the sound of their own voice. Not that I know of anyone like you've got to be careful that no one hogs the spotlight, especially if it's someone in authority. You had to be delicate about this, so make sure you're monitoring that. If one if it's a 15 minute meeting and one person's talking for nine minutes, we have, ah, problem. Also, make sure you stay on point. Make sure we don't go off on these sidebar issues that are going to eat up time away from what's really important. There's nothing wrong with saying, Jim, that's a critically important issue that warrants it's own meeting for tomorrow or next week. And then let's get back to that rather than saying that's a stupid thing. Shut up. We don't want to be rude to anyone. Let them know we have to focus on the central issue, so you gotta keep people on track and not let anyone person be a hog 26. 25 Drawing Out the Hidden Good Ideas In Your Meetings: Some of the most intelligent, thoughtful people in any organization are also often quiet, really quiet, and they simply aren't comfortable speaking. If there's more than one other person in the room, if you want to be an effective manager and effective at leading meetings, you've got to deal with that. So you can't just call on people who want to talk. You can't just let the same old people chatter, and you can't just ask questions of the people you think are gonna want to talk the most. You really need to reach out to all kinds of people in the room. And here's the thing. When you're talking to really quiet people, you can't just say Jane is not a good idea because that gives her on option of saying yes, she's technically participated, but it was a one word answer. You have to ask open ended questions. How would you do that? What would be your approach? That is what will bring people out and let them talk. So try to include everyone, especially try to ask open ended questions for the quiet people within your organization so you can pull out their best ideas 27. 26 Start, End , the Middle, All On Time: you have to budget your time wisely. You have to have a firm start, time for the meeting and a firm ending time for the meeting and you gotta stick to it. We've talked about starting on time, but you've also got end on time because you're concerned Not just about this meeting, but the whole culture of meetings within your organization. If you routinely go on and on on, people can't plan, they're going to be afraid to go to the next meeting with you. But in addition to that, you have to budget your time wisely within the meeting because we have five agenda items and the entire meeting is supposed to last. Ah, Khalfan our And it's 12 minutes in and you're still in the first agenda. And we have a problem. You're not going to get through all the agenda items, so you need to have a firm eye on the clock, get things going, and sometimes say we can't discuss this anymore. We have to go to the next important issue. So you are the gatekeeper. You are the time clock person. You've gotta really figure out not just are you starting on time and ending on time. But are you hitting where you want to be throughout the whole meeting 28. 27 You Will Be Leading By Example, Good and Bad: you might not have any rank whatsoever. No title. You may be the person in your organisation with the least amount of seniority, the least amount of salary. But still, if it's a meeting you've called and you're the organizer of it. You are at that moment the leader of the room. You're essentially a type of a big shot, and not that you should be getting a big head over this. But what it means is people are looking at you looking for cues. They want to know if you think it's time to end, to leave, to go someplace else. That also means they're gonna pay attention to your behavior. So someone else is speaking and you're doing a quick look at Oh, this is important. Everyone else is going to think that's what not only they can do, but what they should do. So you need to be a role model for your audience. You can't ask them to do anything that you're not willing to do. Now. This is more a problem with bosses. Let's face it, we've all seen and I've been guilty of this in the past to where you're waiting for an important call from some of your the boss. You don't want anyone else on the cell phone, but you've got yours out. If the media is important, if the topic is important, put the phones away. Anything you do that's rude or distracting or focusing attention elsewhere. Take my word for it. Everyone else in the room will feel entitled to do exactly the same thing. 29. 28 Nature Will Call, Will You Listen: some meetings may be short five minutes long, some half on hour, but some could be multi hour meetings. My recommendation, if you're meeting for more than an hour, give people a five minute break every hour. This is good for many reasons because someone has to go to the restroom and they don't know when you're gonna break. They're gonna be uncomfortable. They'll be in a physical state of discomfort, so they're not gonna focus. They're not gonna participate as much. That's a problem. You need your audience comfortable in the physical level in order to listen, participate, engage and be a part of the conversation. The other thing is people do have crises. People do have family members in the hospital, all sorts of things. So if you asked them to put their phones away, But they know they're never more than 55 minutes away from a break, they won't stress out about it. They won't be secretly trying to do this on the floor and trick you because they know there is a break coming. So meeting is longer than an hour. Give people breaks, let them know when it will happen. Just say at the top of the hour will be taking a quick five minute stretch coffee, restroom, break 30. 29 Sometimes, What People Are Doing is More Important Than What They Are Saying: David's your meeting and you're running it. You need to not only listen to people what they're saying, you need to watch them to see what they're doing. People are falling asleep, you know you've lost them. Something has got to change. Either The person speaking is boring or your droning on too long. Something is wrong. If everyone is like this, who their lips air turning blue. Well, you've got to figure out a way of turning the heat on. If everyone is sweating profusely and they're like this, you gotta somehow figure out How do you turn the air conditioning on higher? It's your job. If you're running the meeting to make sure people are comfortable and they're able to focus , they're not necessarily gonna raise their hand and say, I'm too hot. I'm to colder. I'm too bored. You've gotta watch their body language and adjust accordingly. If your audience isn't physically comfortable, if the people in the meeting or not comfortable and relaxed and looking engaged, you have to deal with it quickly. 31. 30 Gathering Evidence, Every Step of The Way: billions of great ideas have come out in the middle of meetings and unfortunately, were instantly for gotten and never implemented. Why is that? It's because no one wrote them down. So either you need to do it yourself or as someone to do it right it down. Type it. I don't think anyone knows shorthand anymore, but if you do use it, you can also use the memo record function on a cell phone, although that creates a lot of different information that then has to be gone through to find the best parts. You could have a audio dictation software that turns it into text, but that's not 100%. I recommend that you have someone writing down what is really most important, what stands out, What are the central ideas? Someone who can apply some analysis and not just write down every single word of someone says. Where's the coffee pot? Aware the doughnuts write down everything that's important because human memory really isn't very good. My memory isn't very good. Chances are, your memory isn't as good as you think it is. You write it down and you reference the notes earlier, then you don't to worry about having a great memory, and you won't have lost great ideas 32. 31 Here Is Exactly What We Are Going to Do And When It Will Be Done: a meeting is useless. And last, there are specific action items. Someone, ideally, you well, bring together the group, come up with an agreement, come up with a consensus and then figure out what is going to be done. What are the action items? Who is going to do them and when will they be completed or when is the next step? This is where we really going to figure out if you want to be effective at leading meetings or if you want to, just to get together and waste time. Too many meetings do so many things well, and they get to this part and it's like, Well, okay, everyone knows what to do. Well, no, they don't. There needs to be very quick summary of what people believe. What is the consensus? What specific actions need to be taken names, attached, dates and times when the action item is going to be completed or advanced or sent to the next person Absolutely critical. If this meeting isn't going to be just a big time wasting conversation 33. 32 Here Is What We've Learned: Finally, this is your meeting. You need to end with a synthesis, a summary of all the good ideas that have come up and on something positive, talked about what you learned or what was helped. How did this benefit the organization? This is after we've figured out exactly what the agenda items are in the action items that people will do and by a certain time frame. But there's still time for one last overall summary of what did we accomplish in this meeting, trying to end on something upbeat? Focus on something good that happened out of this meeting will make people feel better about that meeting, but also make people feel better about the next meeting in the next and the next, and finally thank people for showing up. 34. 33 Devise Your Own Personal Plan for Leading Effective Meetings: you just heard what I think are the essential rules for running a meeting. Now it's your turn. I can't be there with you. You're gonna be able to run meetings the way ultimately you decide you want to. So I want you to give a little bought Now, reflect on any of the lessons you just heard for me. But think about what you already know that you like and don't like about meetings that have been running your organization. I want you to come up with your top 10 list of things that you want to do and not do when you're in the middle of the meeting and running it. Not the planning stage, not after the fact. But when you are running the meeting, what are the top 10 items that you want to do to make sure these meetings run effectively? Please write that up and post it in the Q and a section of this course right now. 35. 34 Want to Lead Effective Meetings Then Deliver Effective Presentations: some meetings, air very informal. Where it's short, it's five minutes. Someone wants to toss out of question and just see how the group feels. But other meetings, in fact, most meetings have some form of presentations. It could be someone just sitting down summarizing what's happened in their department for the last week. It could be someone standing up giving ah Power Point presentation for an hour. It could be a 10 minute talk, a 20 minute briefing. This section is gonna talk specifically on presentations delivered in meetings and how to increase the odds of these presentations. Make your meetings more effective and decrease the odds that the presentations put everyone to sleep. 36. 35 The Magic Tip Will Revolutionize Your Meetings Forever: Okay, here's a tip you're not going to see in any other book or online course about how to run effective meetings, but it will dramatically change your meeting culture forever in your organization if you implemented and guess what it cost. Absolutely nothing, but people don't like to do it. But here is the suggestion. If it's your meeting and you have any employees who report to you anyone you manage, what I'm trying to get at is, Do you have authority to tell them to do something they don't want to dio? In that case, here's my recommendation. If one of your employees is giving a presentation at a meeting, don't dio what 99% of the world does. And that is to say, Send me your presentation deck in advance so I can review it. That doesn't help anything. You can't tell if they're going to get up and bore people to death. What smart managers do it? Believe me, if you do this, you'll be in the top 1% of managers with respect to those that run meetings. Well, if you have an employer, any direct report who's giving a presentation at a meeting and you want to ensure that it's good. Ask that employees to send you their presentation on video and that they should not send it to you and they until they think it's great you're going to hear objections. Bob, Bob, you know I don't have time. I don't have a TV. Use your cellphone. Let them know you don't care about lighting or the audio quality or the sound. If all you care about you want to see what they're actually going to say and how they say it to people in the meeting. I well, but t J that's not workable. I'll just email them the text. The script. No, What is on a paper script is irrelevant to what people in that meeting are going to experience. When your colleague, your employees standing up and talking, Here's what's really gonna happen is they're gonna practice their presentation on video. Look at it and their first reaction is, Oh my God, this is so boring. This is so awful. I wouldn't want to watch that, and that will motivate them to change, to tinker, to reformat their presentation and to practice it again and again. What you're after is you want your employees to be so embarrassed by how awful and boring they are that they redo their speech and make it interesting and do it again and again and get comfortable with it. Because if they see themselves head down reading in a monotone way, typically they're gonna be smart enough to know that's awful. They wouldn't want to watch it. So this will highly motivating your employees to practice, to rehearse, to get rid of the boring stuff and to make their presentations dramatically more interesting, more memorable, more conversational. And if you have employees a report to you, it is completely within your power to do this. Most employees, if it's a big important meeting, especially with outsiders, already spend a lot of time on the presentation. It's just that the time spent is writing and rewriting PowerPoint slides and bullet points . All of which is completely irrelevant if when they deliver it, it's so boring. Everyone is falling asleep, so that's a huge, huge tip right here. You're not getting it elsewhere. The technology now makes it easy to dio. Everyone either has or has a colleague with a cell phone or iPad or Webcam, our computer that has a camera that will capture video costs nothing. But it does require someone jumping off the cliff essentially and doing something that takes them out of their comfort zone. I don't want to go out of my way to make people uncomfortable, but there's another comfort zone. I'm worried about the comfort zone of the people in the audience of this meeting. If they're so bored by this horrible presentation that they're falling on the floor and they're snoring, that's the bigger comfort problem we need to deal with. So I beg you, if you eat this, regard every other piece of advice in this course, you follow this one piece of advice. No one gets to speak in the meeting. No one gets to come to the meeting if they're presenting, unless they sent the video of themselves speaking in advance. Do that, and your quality of your meetings will skyrocket 37. 36 You Aren't In Kindergarten, No Reading to the Class: If this is your meeting and you are a boss of any sorts, have any authority, you can simply make rules. One rule that's a great rule is nobody reads off slides Now. I work with executives all over the globe. I have trained in more than 30 countries. I have worked with people from every kind, even Antarctica. Believer. People have come to me for training. I always ask them, What do you think when someone reads to you in a presentation? Doesn't matter what culture where we are. Everybody in the world hates it. So even though I'm not in your organization in your company, I can already tell you everybody in your organization hates it. If someone stands up to give a speech and they're reading bullet points off of a slide, and yet people still do it. Why? Because the speaker, the presenter at this meeting, is being lazy and they think it's somehow safer because I will forget anything that way. What's actually the most dangerous thing you could ever dio. If your goal is communication because people fall asleep, you're not communicating. If everyone is tuned out my recommendation, if you have any authority over the people in the meeting simply make it a policy. You wanna have power point slides with lots of text e mail it in advance handed out afterwards, You were not allowed to read it in front of people. It's boring and it's tedious, and it's rude. 38. 37 Get Your Presenters To Identify Their Top Five Points: If you can't require people presenting at the meeting to send you a video of themselves speaking, giving their whole speech, I would recommend you ask people to sand just their top five points. This will help them prepare their own presentations and give them clarity. Gives them something to work toward too many people. When they are giving presentations or so uncomfortable and insecure, they just start digging and digging and digging. More files, more facts, more data and they get lost in before you know what, They got 40 pages of stuff asking them to email you in advance. What the top five messages are can be very helpful also can be helpful to then pass out that sheet when that person is speaking. 39. 38 Printing Out PowerPoint Slides In Advance Is Worthless: How many times have you gone to a conference? And it's day long meetings, meeting after meeting after meeting, sometimes big keynote speakers, breakout sessions, all these meetings and the conference organizer is trying to be helpful. So what they do, they write off to the speakers sometimes six months in advance, three months in advance, saying, Send us your deck. We're going to print it out in the handbook for all of the attendees at the conference. So far, so good. The problem is when people send in a PowerPoint deck with bullet points, it doesn't mean anything to anyone. It's just you get you get in this habit. Your eyes were glazing. You're turning pages faster, but you ask yourself, What did I take away from that? Chances are nothing. My recommendation. If you are a conference organizer and you're putting on an event with lots and lots of meetings, don't ask people for their Power point deck. Instead, ask them for a one page narrative summary of their most important points. And then, if they have any other narrative, meaningful sentences subject verb object that someone could read on an airplane on the way to the event and it makes sense looking at a bunch of images and pictures and bullet points . Just waste everyone's time and it waste paper. So nothing wrong with asking speakers for their presentation in advance. But it's got to be meaningful to the attendees in a format they can use random bullet points outside. Someone talking about it is a complete waste of time asked for a one page summary and full text narrative. 40. 39 Your Presenters Can Be Like TED If You Nudge Them: when I asked my clients, What do you like to do for fun, for entertainment? What you like to watch on TV? Nobody says, Oh, I like to watch business meetings where people sit around to give presentations about business topics. Nobody ever says that, but, you know, a lot of them do say they like to watch Ted talks. That's the organization technology entertainment design that has world class experts give speeches. What is Ted? It's actually just meetings where people give business presentations, but they have a few simple rules that eliminates 99% of the problems that make most meetings horribly boring. Here's the thing, though. You don't have to hire AH whole bunch of experts from Ted to make your meetings interesting . All you have to do is use the same rules. Rule number one. Someone wants to speak at your event. You're meeting your conference. Asked them to send a video in advance. You don't get to speak it, Ted. Unless the Ted organizer's have seen a video of you speaking Rule number two. You can't use a bunch of boring power point with text. You want to use power point. It's fine. Use it for images, pictures, maybe a brief little video clip. Rule number three. Be relatively brief. You can't speak for more than 18 minutes. A Ted, even if you're normally speak for three hours. So have some time limits when you are conducting your own meetings and conferences so that people know what it's about and rule number four have something interesting to say. Rule number five. Don't stand behind a lectern and lean on a lectern and over rely on all sorts of lasers and stuff. Just stand in front of people and talk. That's it. Five. Simple rules. You don't have to fly all the way to the West Coast or some exotic locale. You can do it right now in your office conference room with any meeting you have. The simple rules of Ted can make any meeting any presentation. More interesting. 41. 40 For Really, Really Big Meetings, You Need to Do This: okay, I get it. Not every meeting is of critical importance, their degrees. But some meetings are a lot more important than others. If you're pitching a new business account in this one account could bring in 1/3 40% of your entire revenue for the year. It's a pretty big deal, and it may all come down to how well you perform at this meeting. How strong your presentations are. What I would highly recommend in this case is doing a full scale rehearsal on video with everyone there and everyone giving feedback. I've been to countless new business pitches for public relations firms, other professional services, and someone stands up and says something boring about themselves. And they say, All right. And James, now you stand up and talk about yourself. James kind of looks flustered, like, never occurred to him in a 1,000,000 years. He'd be has to speak. Oh, well, uh, not much interesting to say. You have been here the firm for 17 years and I do full service thing and I do this blubber Baba Bori. And if this guy had seen a video of himself, he wouldn't be embarrassed. I don't want to embarrass anyone. But I'd much rather be embarrassed just watching a video with myself and a couple of colleagues and be embarrassed in front of decision makers who could make or break my entire career the future of my firm because they don't want to do business with us. So I highly recommend. I understand you can't do it every day, but for your most important meetings, the new business pitches you're trying to retain your most important client. You're talking about everything you've done for them in the year. Rehearse what you're going to say on video. How many times should you rehearse? I'm tell. It's interesting until you are convinced it's the best you could possibly do. This is the single most effective way of increasing the quality of your presentations and therefore increasing the quality of your meeting and making it more effective for you. In this case, the whole purpose of the meeting is someone hiring you, signing a contract, writing a check in your name 42. 41 Establish Your Rules So You Won't Be Bored to Death: Now it's your turn. You've heard my rules for how presentation should be delivered in meetings. If you want the meetings to be effective and you don't want everyone falling asleep, it's time for you to come up with your own rules. I can't control. You know what goes on in your organization, but you do have a tremendous impact. I'd ask you to think about what you like. Don't like. You want to use any of my tips? That's fine. Come up with your owns, but write them down and have something you're willing to share with your colleagues. When you do invite them to speak at your meeting or they know they're presenting at your meeting, you need to give them guidelines. And, by the way, these things to be guidelines that you follow ous well. So write them damn. Go to the Q and a section of this course and write down the policies you would like to impose, or at least suggest for your colleagues when it comes to their presentations in your meetings 43. 42 Let's Try Something Completely Different: Okay. This next section is gonna deal with specific techniques that work for some organizations, but not for others. Some of these, you may think, is too gimmicky. I'm not asking you to follow all of them. I am asking you to think about them. Perhaps try it once or twice to see if it's a good fit for you and your organization. Chances are something is less than ideal with the way meetings were going on in your organization now, or you wouldn't be in this course. So before you dismiss any of these ideas is crazy. Let's just stop and think about, um for a moment. 44. 43 No Need to Get Too Comfortable Here: the standing meeting, ruling some organizations. There's an understanding that meetings don't happen unless everyone is standing. The idea for this is you're not gonna wanna stand for two hours, so meetings we're not gonna draw on and go on and on and on. People are gonna want to come in, do their business and run on to the next project and get things done. If you're standing, you're also less likely to be doodling. You're less likely to be fidgeting with your cell phone and checking Facebook and email and the ideas role here for a specific purpose for a specific period of time. So if no one in this organization your organization, does that and they think you're crazy, you don't have to do it. But it can be a great way. And some organizations actually have a room where there's purposely no chairs just for meetings so they get things really moving faster 45. 44 The Buzzer Has Rung: related to the last rule of standing, but you don't have to do it in conjunction with that. Having a strict time limit rule. Some organizations have a rule. Were no meeting last more than 15 minutes, and if it does, there has to be really a strong justification. I'm not saying 15 minutes is the magical moment, but you need to have some default assumption. Better to have a default assumption of 15 minutes than an hour or two hours or three. 46. 45 Forget the Spa Treatment: have all steer settings for your meetings. Problem with some meetings. Is there so much nice food? Such a nice buffet. Everything going up. You don't ever want to leave. Some corporations and organizations have a rule. We're not providing any food. No coffee, no snacks. Let's just meet some even have the rule. Don't even bring in your own coke or coffee. I don't know if you have to go that far, but you don't have to go out of your way to make people want to stay in the meeting room all day long. 47. 46 Ever Hear of a Little Company Known as Amazon: the Amazon method. Jeff Bezos has a very particular way. He likes to run meetings. Many people credit the success of that entire company based on how he runs meetings. Here's what it comes down to. It's not the traditional meeting where people get up, give a whole bunch of boring power point presentations. People halfway, pay attention, doodle or sending emails throughout. That's not what happens. For starters, if someone wants to have a meeting, they have to have a good reason for it. They have to come up with a six page memo to discuss the background of the issues that will be dealt with in the meeting. This is not bullet points. It's not pretty pictures. It's full narrative, its subject verb object. It's full paragraphs at the beginning of the meeting, where everyone shows up on time. They're handed the six page memo. Next, everyone sits quietly and reads it all at the same time. This way you don't have to wonder about my the only person who read this or I wanted to. I didn't have time and no one really knowing what anyone else knows Now everybody knows everyone is literally on the same page. Everyone starts with Page one at 10 a.m. If the meeting starts at 10 a.m. That's when it's handed out, so they're given time to read it then, and only then conversation starts. The person who called the meeting does not stand up and give a presentation. The speech, a talk or a powerful in fact, Power point is actually banned. But this does many things. It forces people to really critically think about the need for the meeting. It eliminates a lot of meetings. It would, because many people don't want to take the time to write a six page memo. If you're not willing to write a six page memo, maybe you shouldn't take up the time of eight or 10 of your colleagues. So that's the beauty of it. He also has the famous, as I mentioned earlier to pizza rule, where you have more people than could be fed by two pizzas. It's not a good meeting there. Too many people there, meaning the limit is basically eight people for the meeting. This is something that Amazon credits for a lot of his six success, not saying that's the only cause of success But it is a method that's now widely studied in practice by others. If you want to try it, I don't think you will regret it. It might not work for every situation, but it does cut down on the number of meetings. It cuts down on the number of people sort of faking it because so many times and corporate cultures people come in. They didn't read the memo. They have no idea what anyone's talking about the meeting. So they spend the whole hour of the meeting thinking, Oh my gosh, I wish I had read that memo and they have nothing to contribute. This eliminates all that problem because everyone is grounded in the same fundamentals provided by the person who called the meeting and wrote the six page memo, The Amazon Meeting Technique. 48. 47 Consider an Outright Ban On PowerPoint: ban. Powerful it there I said it. Now, look, folks, I like Power point. I use power points on my best friends or power point, but let's face it, 99.99% of the time. When someone in your organization uses Power Point, it doesn't actually help the communication process. It's not actually helping the other people in your meeting understand key points. Remember them take actions most of the time. The power point is simply a way for the person speaking to avoid doing any actual fought to avoid rehearsal, to avoid figuring out what's most important to avoid coming up with interesting case studies and stories. And instead, it's a way to have some assistant type cut paste, the executive running in the meeting not be prepared, but look prepared by kind of going through the slide deck. It is a charade. I think Power point is awful all the time. Now it's like television. There could be something great on TV. If you like watching World Cup soccer or football and you can't be there, it's great to be able to watch it on a great big giant HD TV. But if all you're watching is the test pattern on Channel 127 are what's for school lunch next week and you don't have a kid in school. TV can be awful, so it's all about how you use it. The reality is, most people in the world are too lazy to use power point effectively. So one thing some organizations do is they just cut it off of the past in simply have a ban on Power Point. I wish you didn't have to go that far. I wish people would come to my workshops and how to use power point. But that's not what this course is about. It can be used effectively, but sometimes the easiest thing to do is if. If everyone is abusing, it is just to get rid of it. Ban power point from any meetings in your organization, and your meetings will probably be more interesting and more effective. 49. 48 Your New Ideas on Running Effective Meetings: Now it's your turn. You've heard my concepts on what should be in presentations when delivered in meetings. But I don't get to have a say. So what goes on in your corporate culture, your organizational culture? You do. So what I'd like you to do is really think about what rules do you wanna have? What norms? What expectations do you wanna have when it comes to using new ideas, interesting ideas, Amazon techniques for your own organization. So just think for a minute. And is there even one sort of out there idea? You're willing? Tried? You want to try the Amazon technique? You want to try the standing technique? I want to know which one of these jumps out at you is the most interesting or if you know of others you'd like to share with the community. Here, Please take a moment and you need to write down the one you'd like to try. Or another one that was not mentioned here that you'd like to recommend to others. Go to the Q and a section of the course right now and post your ideas 50. 49 Now Comes the Hard Part: okay. He did a great job planning the meeting. He did a great job of running and conducting the meeting and yet excellent presentations. Wonderful. Fantastic. Guess what? None of that matters if you don't follow up the right way. If this is your meeting you were taking the notes. You did what you were supposed to do of figuring out the task, assigning them to different people with due dates. You now have to follow up. This is the nitty gritty part of management that a lot of people either don't like or aren't good at. Unfortunately, nothing else matters if you don't do this. So you've got to follow up. That could mean emailing people calling them, texting them, walking down the hole to their office or their cubicle and saying, Hey, do you have that report you promised from our meeting two days ago? That would be ready today. Follow up, follow up, follow up and tell it in your hands. Or until you've seen evidence it's done. You got to keep reminding people. So that is the finals. Important step with meetings is making sure that all this effort, all this conversation, all this planning actually resulted in something getting done. And the responsibility sits on your shoulders. 51. 50 You Don't Have to Guess If Your Meeting Was Effective: I certainly hope you try a number of the ideas suggested in this course. Try other ideas. But how do you know if it works? One recommendation I have for you is testing. There's all sorts of absent websites, or yet to do. Is Google it that allow for people to give feedback anonymously? You go to these websites, you type in the question and you send it out to the email addresses. They can respond and you don't know who it is. And you can let people know. It is, in fact, anonymous question. I would have is what do you remember from this meeting? Was this meeting effective? In your opinion, what action items are you gonna take? Based on that meeting? It's not enough to have people simply say they like the meetings. But what did they remember? What are they going to do because of it? That's what's really useful and feedback. And if people feel like they can just be free and tell you that's more valuable. And that's why the anonymous faction allows people to really share their true thoughts. Because if they tell you, my gosh, this three speakers were so boring. I thought I was gonna have to put toothpicks in my eyes to stay awake. You know, you have a problem with the way presentations are being delivered in your meetings. On the other hand, people say, Oh, I like this whole technique now, starting on time and limiting the meetings to 20 minutes, you know you're on to something. So test test test, Don't do anything based on my opinion or even your opinion, but test the people who are in your meetings to see if it's effective for them. 52. 51 Tinker To Make The Next Meeting Even Better: this next tip sounds obvious, but too many people ignore it. We've all seen feedback from conventions meetings at conferences all the time. But how often is this feedback incorporated into next year's or next month's meeting? If you're gonna take the time to test and get feedback on how your meeting goes, you need to then take the time to implement changes. If everyone says the meeting just went on way, way too longer, it could have been done in half the time. Next time put on the agenda, the meeting is going to absolutely end 30 minutes after we start, it's gonna be from 9 to 9 30 or whatever it ISS. You've got to really look at the feedback. And sometimes it's hard because there may be criticism of people saying that you were boring. Human tendency. Human Nature's This hour, that person's Justin disgruntled employee. Listen to it. There may be some validity to what the person said, so you've got to really look at the data, the feedback in a dispassionate way and then figure out not necessarily how you could implement every single suggestion. But if there's a number of people all talking about a certain problem deal with it if their number of people, all pointing to a specific solution, make adjustments accordingly. 53. 52 Your Own Presentation Skills Library: as I mentioned earlier. So much of what makes meetings effective or not, the quality of the presentations. If the presentations air really boring, it doesn't really matter how many other things you do well, everyone is gonna leave low energy in a down mood. If you've got lots and lots of great presentations, it's probably going to be the opposite. Good mood, good energy. Leaving that meeting. So this section is a bonus section. It's got half a dozen of my books on how to present more effectively. I hope you find them useful. You don't have to read all of them. But if you want a brush up on any aspect of speaking to small groups, large groups, teleprompter, it's all in one of these books, so I hope you enjoy 54. 53 You Must Practice What You Preach: it's time for me to walk the talk. I told you how important it is for you to get feedback from others participants in your meetings to find out what works, What doesn't work. Well, I had to do the same with you. I want to make my meetings with you more effectively. We're meeting in this virtual online environment, and I can't see you right now, but it's still asking for your time and I respect your time. So I'm always looking for ways of making this form of meeting more effective. How can I make these video based courses in this specific course on running effective meetings? Better. Please take a moment and give me your feedback right here in the Q and a section of the course I'd like to know. For starters, what did you like? What was effective? What is useful? What do you actually going to use? But I also want to know what would make the course better. I'll do everything in my power to try to incorporate your changes, your suggestions to make this a better course. So in a moment at the end, you'll be asked to fill out the whole rating for the course. Please do that, too. But right now, if you could post your specific suggestions in the Q and A, I'll do everything I can to try to improve the course right away. Thanks. 55. 54 Leading Effective Meetings for the Rest of Your Career: congratulations. You now have the knowledge and skills you need toe lead, effective meetings. You don't have to follow every tip I have suggested in this course. Sometimes just one or two tips will radically change the culture of meetings in your organization. Sometimes you're something as simple as starting on time and ending on time and having the default time for meetings be 15 minutes rather than an hour can completely change the whole experience of meetings. It's up to you now. I hope I have open your eyes to a few new possibilities, given you some clarity, a chance to reflect on what do you think is gonna help you and your organization the most? But remember, it's in your power to run great meetings. If a meeting is boring or off track or goes nowhere, waste people's time. It's ultimately our fault as the organizer of the meeting, but if it goes really well, if it's productive, if people feel good about it, then you get the credit. And more important, you help your organization advance its goals. The meetings will be seen as something productive and not a time waster. Good luck with all your meetings in the future. I wish you success