There are three major implications to poorly run meetings.
Time Gets Wasted
Poorly run meetings are endemic in corporate culture. It's amazing how organizing will focus complete and absolute attention an lower expenses on the income statement but turn a blind eye to the hundreds or thousands of man hours lost in poorly run meetings.
As part of the process, we do a before and after assessment on wasted time. Many times the cost of the assessment and facilitative leadership coaching is covered in the first year savings.
Bad Decisions Are Made
Executives are typically prisoners of what what they are told by underlings—subordinates who often present bias information. Plus there are phenomenon such as GroupThink that affect decisions.
Problems Keep Reoccurring
The same problems considered earlier keeps coming back again and again and again.
:The assessment consists of seven sections—for a total of 43 questions.
Meeting Preparation — 3 questions
We view meetings as a cycle, only part of which is concerned with the meeting itself. One goes before and what comes after is just as important. Sometimes the meeting is botches due to what fails to happen before and did not occur after.
Actions Between Meetings — 2 questions
It's amazing how often things fall apart because the things that are supposed to occur after a meeting don't.
Member Roles — 5 questions
In psychology, a role is a predictable and repeatable set of behaviors. Meetings have a number of these roles that must be well played in the group is to do will.
Often, the right meeting roles are not played well—sometimes they are not played at all. A meeting has a number of major roles that have to be played well—and they cannot be all played the the meeting chair.
Information Handling — 6 questions
Meetings can fall apart based on the way information is handled. It takes a great deal of skill to insure the right information is given, received and understood.
Meeting Process — 12 questions
It's long been known that flawed process produces crummy results and wastes people's time. In a typical meeting, three processes run at the same time: a communication, problem solving and meeting process. The meeting process is the simplest, followed by problem solving and the communication process being the toughest to do well.
Problem Solving Process — 10 questions
Many confuse problem solving and decision making. Decision making is a small subset of problem solving. This section specifically focuses on how well the group solves problems.
Meeting Environment — 3 questions
Sometimes there are issues with the environment that produce disruptions. For example, how information is displayed, how a table is configured greatly impact communication patterns.
