Business Practice Notes: No. 21: Leading an eff ective meeting

• Autores: Richard Lankshear
• Localización: The Structural Engineer: journal of the Institution of Structural Engineer, ISSN 1466-5123, Vol. 97, Nº. 1, 2019, págs. 30-31
• Idioma: inglés
• Texto completo no disponible (Saber más ...)
• Resumen

  • Meetings are a necessary and useful tool to enable eff ective decision making, but so too can they waste time and fail to demonstrate any tangible value.

    This Business Practice Note aims to set out some core principles such that meetings can become the eff ective rather than the frustrating kind. This is intended only as an introduction to the subject and further reading is proposed at the end of the note.

    We experience meetings in all aspects of our working life, including design meetings, technical committees and team meetings, and these can be held face to face, over a conference call or weblink. Whatever the format, or purpose, eff ective meetings have a few common themes and the suggestions made in this note should be widely applicable.

    We can all be complicit in a badly run meeting, even when not leading the meeting ourselves. In knowing what makes an eff ective meeting, we can help steer the meeting to be more effi cient by, for example, asking for the agenda, confi rming specifi c action points, or even questioning whether the meeting is necessary in the fi rst place