Team Meeting Process

AXA Business Services Pvt. Ltd.
TEAM MEETING PROCESS
Was your last meeting successful?

Were you an effective convenor or an active participant?
Were those who had a contribution to make, invited to participate?
Did the meeting accomplish the stated purpose?
These questions and many more need to be asked and answered affirmatively if organizational
meetings are to be successful.
Meetings are essential and can serve as an effective method of communication within an
organization. But some managers have rightfully categorized the same as time-consuming, high-
priced, and un-productive, but this need not be the case. Sometimes we expect too much from a
meeting. When it fails to meet our expectations, we may be too quick to criticize.
The fundamental decision concerning meetings is not whether to hold them, but how to make them
effective. Recent studies show that members of middle management spend 30 percent of their time
in meetings. Unproductive meetings can result in substantial loss to an organization.
On the other hand, a productive meeting becomes a tool for effective management communication,
and serves as a vehicle for development of specific plans or the organization of specific tasks. In
any case, successful meetings don't just happen; they occur as a result of careful planning, good
leadership, and close attention to details before, during, and after the session.
Meetings are helpful means of achieving coordination. When there is a gathering of people with a
mutual interest, the results may be as follows:
• Encourage participation in the subject of concern;
• Integrate interests;
• Broaden perspectives and change attitudes;
• Improve decision-making; and
• Motivate and commit participants to courses of action.
The person who chairs the meeting must stimulate, guide, clarify, control, summarize, and evaluate
the discussion, keeping in mind his responsibility to accomplish the meeting objectives. If he fails
to perform his role effectively, the meeting may turn into meaningless discussions of irrelevant
subjects, a series of pointless power plays, even boring monologues and of course! Valuable time.
Here is a re-energised two-way team meeting process across the business, which
will ultimately help us to contribute towards business goals.
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THE NEW TEAM MEETING PROCESS
It is recommended that all teams across the business have regular team meetings. It is recommended
these are held weekly, although this may not be possible in some areas and in these instances
frequency should be agreed with the appropriate Department / Functional head.
The Agenda for this team meeting may consist of the following elements. Please see the attached
Pulse agenda template, which can assist in conducting meetings, and capturing the summary in an
easy manner. The following is the split suggested for allotting time spent during team meetings
TEAM
70% of the meeting may be spent on Team issues and topics, which can be divided in to the
following categories: Performance, Progress, People, and Planning.
The content / agenda items for this section will come from the manager/team leader and team
members.
Click here to view a sample of the Operations Team Meeting.
BUSINESS AREA
20% of the meeting may be spent on Business Area issues and topics. The content/agenda items for
this section will come from the points briefed and discussed at the managers/team leaders Pulse
meeting (i.e. the meeting they have attended with their peers led by their manager). This can be
cascaded from meetings that managers have with their Functional Heads and Functional Heads may
use this forum to communicate issues that are discussed in the Senior Management meetings
COMPANY
10% of the meeting may be spent on Company issues and topics. The content/agenda items for this
section may come from the Internal Communications or through inputs from customers or other
fora
POINTS TO FEED BACK ‘UP’ THE LINE

Each manager / team leader may feed in to their Pulse meeting (i.e. the meeting they attend with
their peers conducted by their manager / Functional Heads or other Supervisors) any appropriate
comments, questions etc from their teams and have it clarified in their next meeting with their peers
and supervisor.
IS THE MEETING EFFECTIVE?

A short review on the effectiveness of the team meeting should happen at each Pulse. Ask the
questions: Stop what? Keep what? Change what? Can we make the meeting more fun/interactive/
engaging?
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Effective Team Meetings

‘Are we talking your language?’
The revitalised Internal Communications process is built around supporting the face-to-face two way team meeting.
Nothing gets people interested & involved like face-to-face.
Effective regular two-way team meeting:

The Agenda template will have three main sections:
1. Team – 70% (divided into four sections; performance, progress, planning & people)
2. Business Area = 20% - local business area / department news
3. Company = 10%
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Ideas for effective team meetings

Plan Meeting Do’s and Don’ts
• Establish Objectives
• Set clear agenda items Do
• Arrange logistics
 Headline ideas / key points
• Define roles & responsibilities
• Invite & brief key contributors  Paraphrase or repeat the sentence to ensure better
• Identify & overcome barriers understanding of the point that is being made / or to
Do confirm what has been said
• Follow the agenda  Be positive and listen actively
• Record group thinking  Establish and observe timings
• Practice good meeting behaviours  Stay focused on the agenda
• Encourage participation
 Build on others ideas
• Identify next steps
Don’t
Review
• Evaluate effectiveness of meeting  Have a hidden agenda
• Circulate team meeting summary  Have two meetings going on at once
• Follow-up on next steps  Ramble, lob ‘grenades’ or launch ‘missiles’
• Incorporate feedback  Look for ‘holes’
• Start planning the next team meeting
 Violate timings
 Reschedule the team meeting unless there is a valid
reason
Click on the above topics for more information
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“Nice to see you”
If you're experiencing a cold response in your team meetings e.g. glazed looks; folded arms; blank
response when asked a question, it's very probable that you haven't done a good warm up before the
'show begins'.
What can you do about it?

Have an exceptionally good warm up exercise for when the team meeting begins
OR
Begin the warm up before it starts. Here are some ideas for doing that. All produced by Team
Managers in Operations.
Format Fun
• Daily, on-site 5 min huddles to discuss • Adding competition works - give them a
yesterday's progress; to day's focus; who topic, put them into teams and get them to
needs come help etc with 3 ideas for improvement
to share in the meeting
Pre-meeting work • Mix people up from their buddies and other
tribe members for this
• Start thinking about "Your new ideas for...”
• Game show format for covering items is
before meeting starts easy and fun: Kaun Banega Karodpathi etc.
• Generally give 'em preparation/task to do
• Best performers (Light-hearted!)
before the meeting -get them to do it in group
• Jokes in-between agenda items
• Joking and social chitchat on the way to the
• Cakes!
room
Roles It's their meeting too

• Delegate agenda items and roles -do NOT do • Collate their agenda items to cover
it all yourself. It's boring listening to the • 12 possible agenda items -choose 6
same voice and aren't you supposed to be a
'team'? Team meeting disciplines
• Guest! Team member to lead meeting • Make sure meeting well prepared: time,
• Arrange some 'plants' before you go in place etc
• Generally have guests e.g. someone from • Set a proper agenda and stick to it
other departments; Sales etc • Create your own team meeting ground rules
and roles e.g. no sad songs; no folded arms;
Location be constructive
• Stay on their feet for the 'briefing' bits or
quick “scrum-downs”
• Location: e.g. pub
• 'Intimate' huddles -avoid facing each other
around a table where possible. Bad impact on
dynamics
• Room set-up. Use a 'u'
• Breakfast meeting
• Time it right – when are they lively or not
worrying frantically about work?
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Summary
Meetings are an essential management tool. Meetings can improve communications, promote
coordination, develop people, and help to get a job done.
The value of an effective meeting may be summed up as follows:
It serves as the cornerstone for successful team building and progress

within an organization.
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PULSE AGENDA
(Click to go back to the previous screen viewed)
Date: Time: Venue:
Team items: 70% of your team meeting

This section should be spent on TEAM Issues – performance, progress, people & planning
Performance Progress
KPIs, goals, objectives. Money-saving ideas.

What’s working, what’s not? Progress reports.
What it’s like at the moment. Action points from last meeting.
People Planning
Team items for the agenda.

Customers. Feedback. Recognition. Upcoming changes/projects/initiatives.
Who’s in, who’s out? Brainstorming & problem solving.
Can we make life more fun? Details of next meeting.
Business Area items: 20% of your team meeting

Points from the Pulse with your line manager: Information from other sources.
Company items: 10% of your team meeting

Company-wide items.
Points to feed back "up" the line:
2 min review on improving the meeting: stop what? Keep what? Change what?
Can we make the meeting more fun/interactive/engaging?
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Operations' Perfect 'Pulse' Team Meeting

You can't have all of these in 1 team meeting. Decide which should be covered at every team
meeting and those to be done on an ad hoc / monthly basis.
Performance Progress
• Set daily/Week/y interim targets to focus • Process improvements or suggestions

minds • Progress against current process specific
• Versus Productivity; Quality; Utilisation; changes
Other key measures • Action points out of previous meetings
• Expectations/targets • Local issues -hygiene factors e.g. desks,
• Emphasise desired behaviours Chairs, coffee machines, lunch
• What worked well & didn't -learning points • Practice/process changes –headlines
• Other teams' performance; do they need • Filling vacancies
help? • Project: success / help needed
• Other updates
People Planning
• Star of the week • Plan the week: workshops; training;

• Celebrating their achievements absences; peaks; troughs etc
• Performance management: examples of • Work spread/redistribution required
superior v/s expected performance • Brainstorm new ideas/solutions: topic of the
• Behaviours -making it real ‘week’
• Their nominated topic • Training coming / nominations to training
• Socials e.g. Town Hall, Theme party etc • Bigger need outside your dept
party; next booze up • Future goals
• Getting ideas for delivering targets, good • Legislative/technological stuff
planning, given topics etc -acknowledge • Training new recruits
that you don't have all answers • 3-6-12 month planning; peaks
• Training needs • Past planning learning
• Feedback from customers etc • Leave planning
• Prizes and team competitions to liven it up • External factors that might affect production
and or performance
e.g. around new ideas for hot topic
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MEETING
NEXT STEPS
Present:
Actions Required Who By When
EXAMPLES OF ACTIONS
Arrange regular team meetings for the rest of 2001. Book in
everyone’s dairy and organise rooms, etc.
Allocate each other team member a team meeting to facilitate and
advise them accordingly
EXAMPLES OF DICISION MADE
All team members will facilitate one team meeting between now
and the end of the year
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PLAN
 OBJECTIVES
Why is the meeting being held?
What will it accomplish?
Meetings are usually held for one or more of the following reasons:
· To disseminate new information or provide feedback;
· To receive a report;
· To coordinate efforts of a specific nature and obtain group support;
· To win acceptance for a new idea, plan, or system;
· To reconcile a conflict;
· To negotiate an agreement;
· To motivate members of a group;
· To initiate creative thinking within a group; and
· To solve a current problem within a group.
The meeting plan should not be too broad or the meeting may be doomed from the beginning.
Therefore, a wise convenor identifies realistic objectives for the meeting and is prepared to meet
them.
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PLAN
 AGENDA
Is an agenda necessary?
How long will it require carrying out the agenda?
Would the meeting run smoothly and be just as successful without it?
 The agenda
• Should crystallize the intended meeting objective(s)
• Should establish the time available to accomplish them.
⇒ Now how much time is left?
⇒ How much time will your top priority items take?
⇒ Are they controversial?
⇒ Will more time be needed?
⇒ Does someone need to brief the group on background, or the latest intelligence
information?
⇒ How much time will they need?
• Provides the framework to keep the meeting on target whether it is in writing or stated
verbally by the Team Meeting Leader
• Permits the Team Meeting Leader to devote his attention to managing the interplay of the
participants.
 The meeting should focus on the objective(s) and also on reaching the objective(s) in a pre-
established, finite time schedule.
 Meetings that exceed established time limits usually are not constructive because opinions begin
to replace facts. Such meetings are apt to go astray and may even disintegrate into personal
contests or power plays between participants.
Tips
 Begin with a discussion of topics of major concern to participants; then, if necessary, discuss
related topics of lesser importance. A meeting of this type requires fewer attendees and
generates better participation in the discussion.
 Schedule fewer agenda items when the topics cannot be related. It is difficult for most
participants to come to a meeting completely prepared on a wide variety of topics. The more
concise the agenda, the better.
 Establish a time limit and priority for each agenda item. Consider whether the topic to be
discussed is familiar, new, controversial, or complex.
 Don't have the meeting run too long. One hour is usually the norm. When the meeting is
scheduled on a quarterly, semi-annual, or annual basis, it may run longer to accomplish the
objectives. Schedule a "break" when the meeting is expected to take over 2 hours.
 Submit the agenda to the participants, with the background data, as early as possible. This will
give each participant more time to prepare for the meeting.
 The convenor of the meeting should be sure the meeting is needed. If the need disappears, he
should cancel the meeting.
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PLAN
 LOGISTICS
When should the meeting be held?
Where should it be held?
There are several necessary considerations regarding time and physical arrangements for the
meeting. Among the more important are:
 The convenience of the place.
 The size of the room. It should not be too large or too small. If the right-size room is not
available, it is better to select a small room, rather than too large a room. A small room
presents a friendlier atmosphere than a large, sparsely filled one.
 The seating arrangement and the availability of extra seats if needed.
 The lighting, air-conditioning, and ventilation.
 Any visual aids required and their proper use.
 Availability of extra paper and pencils, etc.
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PLAN
 ROLES & RESPONSIBILITIES

When is the meeting?
Who is conducting the meeting?
Who would organise for the arrangements
Who would organize for informing participants etc?
It is very important to define roles & responsibility to

 Arrange / facilitate team meetings
 Begin and end the meeting on time.
 Make sure participants arrive on time, etc.
TIPS:
Two techniques proved effective in curing cases of chronic tardiness are
(1) To ignore latecomers; and
(2) To make no attempt to bring latecomers up to date.
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PLAN
 INVITE KEY CONTRIBUTORS

How many persons should be invited to the meeting?
What is the purpose of inviting each person?
The attendees should be viewed as management resources - each able to contribute to the meeting
through knowledge or experience or both. It is wise to include some of the persons in the
organization to whom action items may be given after the meeting. This tends to encourage better
support for the topics to be discussed. Attendance by disinterested persons tends to increase non-
relevant discussion and impede the meeting. Thus, the convenor of the meeting should invite as
many people as necessary, but no more.
The size of the meeting tends to affect the way it functions. For example, if attendance exceeds
seven, there is a tendency for communication to become more centralized, and participants have
less opportunity to communicate directly with one another. As the number of people invited
increases, the ability of the convenor to predict the interaction that will take place becomes more
difficult.
Proponents of the "small group" theory consider seven to be the maximum number of participants
for a productive meeting. However, if a problem-solving type of meeting is to be held, some
authorities claim that up to 12 participants can be accommodated effectively. If the number of
participants exceeds 18, the convenor may find it almost impossible to accomplish the meeting
objectives.
On the other hand, in a meeting involving only three participants, there may be a tendency for two
of them to form a combination against the third participant. This could be disastrous so managers
should guard against organizing too small a meeting.
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PLAN
 IDENTIFY & OVERCOME BARRIERS

Why should the convenor be concerned about blocks?
How can these affect the success of a meeting?
One of the initial steps to ensure a successful meeting is to give adequate consideration to protocol.
Protocol might be defined as the application of common-sense courtesy.
Some steps the convenor might take to avoid protocol problems are:
 Notify participants well in advance of the meeting date, and provide them with an agenda
and background data.
 Notify supervisors when subordinates with expertise are needed.
 Make sure that arrangements with resource persons outside the organization are completed
before the meeting.
 Introduce resource persons and newcomers at the start of the meeting. Also, make their
affiliations and expertise known to the other attendees.
 List participants in alphabetical order in the meeting announcement and minutes, unless
someone present far outranks the others. In that case, list this person first.
 Express gratitude to those from within the group as well as to those outside the group for
significant contributions to the success of the meeting.
 Advise those invited to attend the meeting of postponement or cancellation as far in advance
as possible.
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DO
Running the Meeting

The convenor may make the meeting as relaxed and informal as possible. He may resort to
lightening the mood resort when attendance is large or debate becomes heated. The convenor should
"manage" the meeting, speak when appropriate, encourage discussion, seek a consensus, and
summarize. Under no circumstances should the convenor be unprepared, "hog" the discussion, play
the comic, chastise a participant, or let the meeting run by itself.
The meeting will not get off the ground unless the participants know where they are going.
Therefore, it is important that the convenor makes a concerted effort to ensure that:
 Every participant has a clear understanding of the meeting objectives at the start of the
meeting. A consensus about the objectives at the beginning will vastly improve chances for
success of the meeting.
 The objective(s) remain valid throughout the meeting. If not, they should be revised.
Do you play your role well at a meeting? For a meeting to succeed the convenor must display strong
leadership and he and the participants must be willing and determined to:
 FOLLOW THE AGENDA
 Keep the group and speakers focused on the agenda item & task on hand
 Always keep your “eye on the prize” of the big picture objective the group is trying to
accomplish
 Each agenda item has a time allocation. The time limit for the meeting should be announced
when the agenda is published, or at the beginning of the meeting.
 Halt & redirect the meeting if it is going out of track.
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DO
 RECORD GROUP THINKING

 Make sure that people's comments and ideas are properly recorded using appropriate
resource. This can be done by the Team Meeting Leader or by a participant
 Record all ideas without evaluation, provided these thoughts and ideas support the
objective(s) of the meeting
 After recording, eliminate duplication & other ideas if everyone agrees.
 Do away with non-relevant issues, perceptions, or personal conjectures as soon as they arise
and before they can become disruptive
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DO
 PRACTICE GOOD MEETING BEHAVIOURS

One of the good meeting behaviours is to set ground rules before we proceed with the team
meeting. The convenor should receive the participants’ approval of the meeting ground rules
before proceeding: how the meeting will be run, what rights and responsibilities do the
participants and convenor have? Determining this at the beginning of the meeting prevents a
great deal of later debate at what is often just the wrong time.
A few examples are
 Don’t interrupt while the other person is speaking
 Switch off your mobile
 Be concise and don’t repeat what others have said
 Listen wisely and carefully to the other participants
 Don’t attend telephone calls
 Stay focused on the agenda; don't wander or bring in extraneous information
 Be polite, positive & respect others point of views
 Stop checking e-mails, etc.
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DO
 ENCOURAGE PARTICIPATION
 Give the other participants an opportunity to present their ideas, opinions, and
recommendations without interrupting or degrading their comments.
 Accept new or fresh thoughts and ideas expressed by other participants, provided these
thoughts and ideas support the objective(s) of the meeting.
 The more important the decision, the more important it is to have all pertinent information
(facts, feelings and opinions) on the table. Call on people who haven't spoken as much to
give them an opportunity to address the issue. Notice who is confused, agitated or unhappy
with the debate, and call on them to speak to the issue
 Assist in the process of arriving at a consensus by combining ideas with those of others,
reconciling them through compromise, or coordinating them with other ideas.
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DO
 IDENTIFY NEXT STEPS

 Identify all task assignments & responsible person / teams to make sure the assignments are
converted into actions
 Try to ensure that the next agenda-making team is identified so everyone knows whom to
contact to offer input or committee items for the agenda.
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REVIEW
The most important part of the meeting is its ending.
After all information has been presented, all decisions made, all problem solutions found or all
conclusions reached, the convenor must summarize and solidify the results.
 EVALUATING EFFECTIVENESS OF THE MEETING
The evaluation of the meeting serves several purposes: to provide a quick opportunity for people to
express their feelings about the proceedings, and thus to provide a sense of closure to the
experience. It also helps to improve meetings in the future. A simple and standard evaluation
technique is to ask-
 What is not good in the current meeting to the stop the process from continuing?
 What is good in the current meeting process to continue?
 What needs to be included in future team meeting?
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REVIEW
 CIRCULATE TEAM MEETING SUMMARY
 Summarize the accomplishments of the meeting.

 Document all decisions. Minutes or notes of meetings are the group's memory, and every
effort should be made to keep them accurate and up to date. Circulate the minutes of
meeting to all participants.
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REVIEW
 FOLLOW-UP ON NEXT STEPS
 To translate decisions reached in a meeting into actions, the convenor must conduct the
necessary follow-up action. A strategy used by successful convenor is to:
⇒ Plan the follow-up procedure before the meeting – ensure to have an owner and a clear
deliverable
⇒ Adjust the procedure during the meeting; and
⇒ Consolidate the procedure after the meeting.
 When the convenor follows up on meeting decisions, he demonstrates that meetings can
accomplish something. This encourages future participation.
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REVIEW
 INCORPORATE FEEDBACK
 Share feedback with each other if appropriate

 Implement suggestions given by participants to improve the team meeting process
 Evaluate the suggestion in the next meeting
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REVIEW
 START PLANNING THE NEXT TEAM MEETING
 Begin to create the next meeting agenda

 Make sure that the next meeting is scheduled. It is much easier to schedule the next meeting when
everyone is present. Allow time for it on the agenda, and insist that people consider it.
 Set the time and place of the next meeting
Click here for a sample format
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Team Meeting Process

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Team Meeting Process

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AXA Business Services Pvt. Ltd.

TEAM MEETING PROCESS

Was your last meeting successful?

THE NEW TEAM MEETING PROCESS

POINTS TO FEED BACK ‘UP’ THE LINE

IS THE MEETING EFFECTIVE?

Effective Team Meetings

Effective regular two-way team meeting:

Ideas for effective team meetings

“Nice to see you”

What can you do about it?

Roles It's their meeting too

The value of an effective meeting may be summed up as follows:

It serves as the cornerstone for successful team building and progress

Date: Time: Venue:

Team items: 70% of your team meeting

KPIs, goals, objectives. Money-saving ideas.

Team items for the agenda.

Business Area items: 20% of your team meeting

Company items: 10% of your team meeting

Points to feed back "up" the line:

Operations' Perfect 'Pulse' Team Meeting

• Set daily/Week/y interim targets to focus • Process improvements or suggestions

• Star of the week • Plan the week: workshops; training;

Actions Required Who By When

 ROLES & RESPONSIBILITIES

It is very important to define roles & responsibility to

 INVITE KEY CONTRIBUTORS

 IDENTIFY & OVERCOME BARRIERS

Running the Meeting

 FOLLOW THE AGENDA

 RECORD GROUP THINKING

 PRACTICE GOOD MEETING BEHAVIOURS

 IDENTIFY NEXT STEPS

The most important part of the meeting is its ending.

 EVALUATING EFFECTIVENESS OF THE MEETING

 CIRCULATE TEAM MEETING SUMMARY

 Summarize the accomplishments of the meeting.

 FOLLOW-UP ON NEXT STEPS

 Share feedback with each other if appropriate

 START PLANNING THE NEXT TEAM MEETING

 Begin to create the next meeting agenda

Click here for a sample format

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