Professional Documents
Culture Documents
During the Chairmanship Skills workshop we will discuss and debate the skills and process for
managing meetings. As preparation for the session, please complete this questionnaire to
reflect upon some of the key skills involved.
Instructions
On the following pages, there are 40 statements describing things that you may or may not do
when chairing a meeting. Throughout, please imagine you are chairing a recurring (i.e. not a
one-off) multi-topic meeting, involving the same participants. imply read each description and
assess how fre!uently you do each thing. "ward a score in the following way#
0 $ never do this
% $ rarely do this
& $ sometimes do this
' $ often do this
" reminder of this mar(ing system is given at the top of each page. $f an item does not apply
to your current circumstances, mar( it with a 0. )e sure to respond to all the statements * be
honest with yourself+
Before the meeting
Score
%. $ arrange a suitable venue for the meeting (e.g. si,e- facilities- control
temperature).
&. $ give people advance notice of the li(ely finishing time of the meeting.
'. $ ensure that an agenda and all supporting papers.information are received by
participants at least 4/ hours before the meeting.
4. $ restrict attendance only to those directly involved in the sub0ect matter
(preferably to a ma1imum of twelve people).
2. $ consult participants on difficult issues, before the meeting, in order to prepare
the ground and save valuable time.
3. $ clarify whether an agenda item is for information, for consultation or for
decision.
4. $ arrange the seating so that $ can see everyone.
During the meeting
0 $ never do this 1 $ rarely do this 2 $ sometimes do this 3 $ often do this
Score
/. $ start the meeting punctually at the advertised time (even if some participants
are absent).
5. $ start meetings by reminding participants of the improvement areas agreed at
the end of the preceding meeting (where applicable).
%0. $ schedule the most important.6contentious7 items early in the meeting.
%%. $ invite people to !uestion.challenge.add to the ob0ectives of the meeting.
%&. $ invite comments on the agenda and accept ideas for improvements.
%'. $ chec( that all the participants have a shared understanding of the ob0ectives of
the meeting.
%4. $ run the meeting on the assumption that participants have read any supporting
papers.information.
%2. $ invite the person who 6owns7 an agenda item to put it into conte1t and e1plain
the purpose.ob0ectives.
%3. $ restrain verbose participants who tend to 6hog7 the meeting.
%4. $ encourage participants to weigh up pros and cons of different courses of
action
%/. $ don7t hesitate to step in and arbitrate if there is deadloc(.conflict.
%5. $ suggest, rather than dictate, ways forward.
&0. $ ma(e suggestions about how to proceed (e.g. 89et7s loo( at the advantages of
this idea first, then the disadvantages:, 89et7s go around the table and give
everyone the chance to comment:).
&%. $ am an active listener (i.e. by sending 6$7m listening7 signals and by
paraphrasing the essence of what $ have heard).
&&. $ (eep the discussion focused (i.e. relevant and to the point).
&'. $ as( participants for their ideas.opinions.
&4. $ as( !uestions of clarification.
0 $ never do this 1 $ rarely do this 2 $ sometimes do this 3 $ often do this
Score
&2. $ stop two or more people spea(ing at once.interrupting each other.
&3. $ intervene if the meeting gets sidetrac(ed, rambles on or goes around in
circles.
&4. $ summarise at regular intervals, to chec( the level of understanding.
&/. $ build brea(s into meetings that have to last more than two hours.
&5. $ ma(e it a rule that stepping out of a meeting is not permitted, e1cept in
emergencies.
'0. $ stop interruptions from outside the meeting (i.e. messages and phone calls).
'%. $ conclude each item by summarising what has been discussed and.or decided.
'&. $ continually chec( that the meeting is adhering closely to the time schedule.
''. $ finish the meeting with something upbeat to send people away on a high.
After the meeting
Score
'4. $ ensure that as a conse!uence of the meeting, everyone (nows e1actly who is
supposed to do what, and by when.
'2. $ circulate a list of actions with the names of those responsible.
'3. $ ta(e a (een and active interest in what happens as a conse!uence of the
meeting.
'4. $ re!uest progress reports following a meeting, where actions were agreed
upon.
'/. $ ma(e a point of reporting post-meeting progress (or lac( of it).
'5. $ review what $ have learned myself from the e1perience of chairing a meeting.
40. $ insist on a review of the meeting to pinpoint areas for improvement.