Our five golden rules for a successful meeting

Our five golden rules for a successful meeting

 

In our post on 9th March, we looked at the top five skills all project managers should have. Number five on our list was being able to manage meetings. Because well-run meetings are such a vital part of a project’s success, we said we’d look at them again in a future post.

So today, we’re going to look at how you can make sure your meetings are a success.

The professional meeting goer

Many of us go to so many meetings it can seem like that’s all our job is. An endless round of agendas, minutes, background papers, reports, coffee, biscuits and hoping you’ll be able to park.

Will your morning meeting be over in time so you can go back to your office before your afternoon meeting? How many of the people who were in your last meeting will be in your next meeting? How many people do you only ever meet in meetings?

What are all these meetings for?

But, however much we may moan about them, we do need meetings. They’re a key part of how we share information, make decisions and keep a project moving forward.

Meetings can also be the only time different people involved in a project get to see each other. So they can be an important way to keep partners connected and involved.

How to make sure people come to your meetings

When people are confident that your meetings are relevant, useful, well run and overall a good use of their time, they’ll come to them. And, perhaps more importantly, they’ll keep coming.

This is key, because consistent commitment and participation from the right people is one of the things that will help your projects succeed.

So take a look at our golden rules for how to run a successful meeting. They’ll help your meetings succeed and, as a result, help your projects succeed too.

 

Our five golden rules for successful meetings

 

 1. Make sure you invite the right people

Only invite people who are involved in the business of the meeting, can contribute to it and make decisions - or who have a direct link to those who can. This is particularly important with public sector organizations where the decision-making process can have several layers and be complex.

Generally, for a meeting to be effective no more than 12 people should be part of the core group. However, from time to time you may also want to invite people who you need to hear from or who need to hear what you’re discussing.

 

2. Plan the meeting carefully

When you’re putting the agenda together make sure you stay focused on a clear outcome (or outcomes, but not too many – see point about timing below). Think about what the meeting needs to decide, discuss and hear about now. If something doesn’t require immediate action or isn’t clearly relevant, leave it for a later date or don’t include it at all.

Show whether each agenda item is for decision, information or discussion. As people are usually more lively and creative at the start of a meeting, put items that need mental energy and clear heads at the top of the agenda. However, it can also be helpful to put items of significant interest and concern further down the agenda. This can help people get over the natural attention lag that happens about 20 minutes in to a meeting.

It’s also worth thinking about the impact agenda items will have on the group. Some will bring people together while others can create a divide. The order in which you include these items will make a difference to the whole atmosphere of the meeting. For example, it is worth ending the meeting with an item that creates consensus so that people leave on a positive note.

 

3. Time the meeting carefully

Set a time for your meeting and stick to it. And try not to let it last longer than two hours. Meetings that go on too long become less effective.

Include the start and end time on the agenda as well as the timing for each agenda item. This will help keep people focused and prevent the meeting from overrunning.

We all hate lengthy meetings that go on and on so doing this will help people look at your meetings in a positive way and encourage them to attend regularly.

 

4. Set the right tone

You, or the chair, need to set the tone for the meeting from the start. Make sure it’s purposeful, focused and energetic. However, you also want people to feel comfortable and able to contribute so make a conscious effort to include everyone and allow some time for a more easy-going approach.

The right tone also relates to what happens outside of the meeting. So make it clear you expect people to prepare, to turn up on time, to participate and to carry out actions they commit to.

 

5. Follow-up the meeting properly

Once you’ve held your meeting send the minutes to everyone promptly, preferably within a week. Include the actions you agreed on and the names of the people who will carry them out.

Minutes also help people who weren’t at the meeting catch up on what was discussed and agreed. If necessary, get in touch with them in person to share what happened and discuss any particular issues with them. This will show they were missed and encourage them to stay committed to the work of the group and attend next time.

Well-run meetings are particularly useful when you’re managing multi-agency projects. They can bring people together who otherwise wouldn’t meet. They can help to define the partnership. And they can help people to understand both their collective aim and the way in which they and others can contribute to and influence this.

 

To find out more about how Verto can make your project management easier please call us on 0844 870 8785 or message us here.

Working with Bristol, North Somerset and South Gloucestershire STP

Verto Case Study: working with Bristol, North Somerset and South Gloucestershire Sustainability and Transformation Plan

 

Bristol, North Somerset and South Gloucestershire (BNSSG) Sustainability and Transformation Plan (STP) is one of 44 STPs across England working to improve health and care in their local area.

The BNSSG Sustainability and Transformation Plan is focused on three priorities:

  1. Preventing illness and injury
  2. Providing care closer to home
  3. Personalized care

Under each of these priorities is a programme of work and under each programme of work there are a number of specific projects - a total of 90 across the whole plan. Each priority, programme and project involves several partners.

 

The difficulties BNSSG STP was facing

As with many other health communities, the context for the STP is challenging. They are dealing with significant financial, performance and delivery issues. So, to deliver the scale of change and improvement required, they needed to take a transformational approach.

Due to the nationally set timescale, BNSSG had limited time to bring together its 15 partner organizations and start to design and deliver their plan.

Because they’re working on such a wide range of projects, the STP wanted to make it as easy as possible for all the partners to work together.

They also wanted their processes to help create openness, trust and ownership.

But, as with any partnership, they faced key difficulties, including:

  • Transparency
  • Engagement
  • Ease of communication
  • Consistency of approach
  • Effective monitoring and reporting
  • Achieving demonstrable improvement quickly

 

How we’re helping BNSSG STP overcome these difficulties

Because they were up against a tight timescale, the STP originally thought there wasn’t enough time to develop an online, shared, programme management service. As a result they considered, for example, paper-based reporting, even though with 90 projects this would be a Herculean task.

However, one of the partners already uses Verto so we were able to “piggyback” off this and create a specific platform for the STP. We worked closely with the PMO team and had a cloud-based service up and running for them in just three weeks.

“TMI were amazing with a can do attitude. They were really responsive and sent people when we needed them, including spending all day in a freezing cold room and a half day on the phone. They went from nothing to complete build in three weeks. The portal is amazing too and we’ve had loads of positive feedback.”   Ruth Hallett, Programme Manager, BNSSG STP

Now, Verto allows everyone working on the STP’s projects to access a common toolkit. This helps make sure they are all using the same language, processes and templates (to date the STP has more than 30 templates on the system). This helps the PMO do their job and makes it easier for people to adopt new ways of working.

For example, one project manager needed a stakeholder map for her project but had never created one before. With Verto she was able to download a template, guidance document and a completed example.

This made what could have been a daunting task quick and easy. In addition, she was able to upload her completed map to Verto where other team members have instant access to it.

This shared way of working also means reporting is standardized. This makes it easier for the PMO team to monitor progress and make comparisons across projects.

For example, they can see and understand where projects impact and depend on each other and so manage these relationships more effectively.

Verto has also highlighted where more than one project is trying to achieve the same results. This makes it possible to cut duplicate working and increase efficiency.

Verto’s document store is supporting collaboration across the partnership. All the STP documents are held in one place where all the partners have access to them. This means everyone can easily share information, be confident they’re looking at the most up-to-date version of every document and can clearly see what’s going on across the whole plan.

Verto has also made the STP contact list accessible to all the partners. This means people can easily see who is involved in each project and who they need to be communicating with. This helps the STP implement their feedback loop, where partners are encouraged to talk to each other, share information and comment where necessary.

 

The benefits the STP is seeing

After using Verto for only a few months, BNSSG STP is already seeing significant benefits.

For example, the online portal has created a shared place where partners work together to overcome difficulties and share good practice.

Consistent ways of working are helping the PMO monitor progress, identify risks and create accurate and useful reports.

And at executive level, the visibility Verto affords is helping people know where and when they need to intervene and where they can confidently leave things alone.

As Ruth Hallett said, “The right people are having the right conversations.”

We’re still working with BNSSG STP and are currently helping them use Verto to develop more detailed reporting and more proactively manage risk.

To find out more about how Verto can help your STP please call us on 0844 870 8785 or message us here.