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Effective Meetings 101

SNMA Leadership Meeting


June 7, 2003
Sharon Allison-Ottey, MD

Leadership Recruitment and


Training
Successful organizations will most likely be
those with effective leaders
Leadership Styles vary and there isnt one
that is perfect for every group.
General Principles should be foundational
and the ORGANIZATION and not the
LEADER should be the guide.

SNMA
Fertile training ground for lifelong
leadership
Develop professional and social
relationships
A need for continued membership and
taking on leadership roles at the local,
regional and national level

The National Medical Association


You too---can be a member ---NOW !!
Postgraduate Physician Section
Annual Meeting August 2-9th in
Philadelphia
Contact local, regional and national leaders
SNMA and NMA

Meetings, Meetings and More


Meetings

A Great Meeting
Preparation

Facilitation

Inspiration

RESULTS

Keys to Effective Meetings


Define the PURPOSE of the
meeting
Many meetings have no purpose
and are just a meeting to meet
Define what you want to
accomplish

Define the LENGTH of the


meeting
Closely linked to purpose
Avoid prolonged meetings that go
on and on and on

You cant tell it


ALL TODAY!
Define what issues are IMPERATIVE to be
discussed
There are often thousands of issuesbut decide
in conjunction with your purpose what can be
discussed TODAY vs. sent via email/mail or
another meeting

Keys contd
Define the ATTENDEES
Voting vs. Non voting
BOD vs. any member vs. visitors

Work on clear ORGANIZATION of the meeting


Clear Agenda
Circulate pertinent information and reports early so that
members will have time to review prior to the meeting
Who, What, When and Where
Simple things like room temperature, bathrooms, food,
etc if not accounted for can cause problems

Control the meeting


Roberts Rules of Order
Organizational Pattern
Organizational Structure
Constitution
Bylaws

Whos In Charge
Democracy vs.
Monarchy
Inclusiveness vs.
Dictatorship
Chaos vs. Order
Effective vs. Useless

Control Dialogue
Focus on the AIMS or PURPOSE of the
meeting
All questions or responses should be
addressed to the Chair.
It is JUST as important to LISTEN properly
in a meeting as it is to SPEAK.
POSTURING

Control Flow
Start on Time
Avoid recapping for late arrivals
Dont punish those that were on time

Keep participants on point


Avoid monologues
Limit time to speak regarding an issue
Avoid.I agree with all the other speakers BUT ..

Anticipate Problems

Meeting in Trouble
Problems generally arise
because:

Breech in procedure
Conflicts of interest
Willful Disruption
Lack of knowledge on
current policies or procedures
POLITICAL AMBITION
Big Man or Woman on
Campus Syndrome

Velvet Gloved Fist


The Chair is responsible for the meetings
productivity and effectiveness
Assertive but not Dictator
Impartiality

Enabler and Catalyst


Control Discussion
Like Goldilocksnot too much or too little but just right
Limit personal interpretation and bias
Small number of participants speak too frequently and too
great a length
Reiteration of points

Its NOT OVER


Minutes within 3-4 days is IDEAL
Strike the iron while its hot !

Discuss any problems during the meeting with


other officers
Unbiased manner to learn from

Follow-up on delegation decisions


Any action should have a Why, Who and When

Give Recognition and Appreciation


Put Unfinished Business on the Agenda for next
meeting
Periodic Evaluations of meetings

The Ten Commandments of


Effective Meetings
I.
II.

Thou Shalt Always Know What Time It Is


Thou Shalt Not Forget the Main Reason for
the Meeting
III. Thou Shalt Remember the Golden Rule of
Meetings: Praise in Public, Criticize in
Private
IV. Thou Shalt Not Convene Meetings Outside of
Normal Business Hours

The Ten Commandments Contd


V. Thou Shalt Not Use Group Pressure to
Logroll Conclusions
VI. Thou Shalt Not Use Meetings to Destroy
Others Careers
VII. Thou Shalt Keep the Personal and the
Corporate Distinct

The Ten Commandments Contd


VIII.Thou Shalt Remember that the Best
Model for Meetings is Democracy, Not
Monarchy.
IX. Thou Shalt Always Prepare a Clear
Agenda and Circulate It Beforehand
X. Thou Shalt Terminate a Regularly
Scheduled Meeting When Its Purpose for
Being No Longer Exists.