Effective Meetings Decisions
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Ef fect iv e M ee tin gs a nd Decis ion M akin g
Mee tin g Ty pes
Information Giving – Supplying information to others or informing them of decisions/actions and the reasons for these decisions/actions
Information Gathering – Collecting information from individuals who have different perspectives about or knowledge of an issue or problem
Mee tin g Ty pes
Problem Solving – Analyzing the causes of and potential solutions to specific problems
Decision Making – Determining a course of action to take with regard to an important project, service, or task
Key R oles a nd Resp on sibilit ies
Leader Note Taker Timekeeper Facilitator (if applicable)
Ef fect iv e M ee tin gs
Plan and communicate – Define purpose(s) of meeting. – Identify topics and the person responsible for leading discussion on the topic. – Prepare meeting presentations.
– – –
Keep PowerPoint presentations to a minimum
Determine participants. Arrange for logistics. Communicate with participants.
Ef fect iv e M ee tin gs
Open the meeting. – – – – –
Start on time. Review meeting purpose and agenda. Introduce participants (if needed). Set expectations. Assign roles (leader, note taker, time keeper, facilitator).
Ef fect iv e M ee tin gs
Conduct the meeting. – – – – –
Structure the discussion. Stay on track. Stay engaged. Promote positive interactions. Summarize each topic.
Ef fect iv e M ee tin gs
Close the meeting. – – – –
Summarize meeting outcomes. Specify next steps. Assess effectiveness. End on time.
Ef fect iv e M ee tin gs
Follow up. – – –
Send a quick “thank you” e-mail. Distribute meeting summary via e-mail. Complete action items.
Mee tin gs Th at W or k: Pla ns Bos ses Ca n Ap prov e
“Decision makers are as motivated by friendships, concerns for popularity, and self interest as by the cold, hard facts gleaned from rigorous analysis.” * “Planning documents too often ignore what’s really at stake among participants and fail to establish a logical, agreed-on course of action.”* * “ Mee ting s That Work : Pl an s Bos ses Ca n A pprov e, ” Paul Lov et t, HBR , No v- Dec 198 8.
Mee tin gs Th at W or k: Pla ns Bos ses Ca n Ap prov e
In meetings with decision makers, you must get them to focus on the important elements--your vision and your plan of action. – Not to get bogged down with lots of raw numbers. – They won’t remember lots of boring numbers.
Decision makers want four questions answered:
Th e Fo ur C rit ica l Ques tion s 1 2 3 4
What is the plan? Why is the plan recommended? What are the objectives? How much will it cost to implement the plan? – And what is the reasonable upside potential?
What is the ROI?
Wh at I s Th e Pla n?
Requires a specific future-tense statement of strategy – “Sales department will increase its sales staff in order to increase its share of advertising dollars in our medium by 15%.”
Wh y Is Th e Pla n Rec ommen ded ?
Make the plan’s rationale clear to the decision maker. You’re laying out what the situation is. – In just enough detail to get a decision
Not too many raw facts and numbers.
– Synthesized information that supports the rationale is vital.
Propose a specific program that maps out well-defined course of action.
Wh at Are Th e G oals ?
Goals are what you expect to happen if the plan is adopted. Limit the financial details to a few important numbers. – Just a few numbers are enough to focus the goals discussion on the right issues.
Objectives should be strategic, not primarily financial.
How Mu ch Will Th e Pla n Cos t?
Request enough resources to carry out the plan and achieve the goals. – Financial and human resources
Forecast reasonable upside financial results. – Forecast a ROI.
Over all M eet in g Stra tegy
Keep it simple. – Not too many numbers – Not too much written material
Keep it focused on the four questions. Keep it informal. – Encourage discussion and give and take – Encourage informality
Close! – Get approval and a firm commitment.
Ef fect iv e D ecis ion Makin g
Th e E igh t E leme nts of Ef fect iv e D ecis ion s
Problem Objectives Alternatives Consequences Tradeoffs Uncertainty Risk Tolerance Linked Decisions
Ef fect iv e D ecis ion Makin g
Problem – – – –
Be creative about your problem definition. Turn problems into opportunities. Reexamine your problem definition as you go. Maintain your perspective.
Ef fect iv e D ecis ion Makin g
Objectives – Let your objectives be your guide.
Objectives determine what information you seek. Objectives can help you explain your choices to others.
– Master the art of identifying objectives.
Ef fect iv e D ecis ion Makin g
Alternatives – – – – –
Don’t box yourself in with limited alternatives. Use your objectives and ask “how?” Set high aspirations. Ask others for suggestions. Give your subconscious time to operate.
Incubate
– Never stop looking for alternatives.
Think outside the box, brainstorm.
Ef fect iv e D ecis ion Makin g
Consequences – Compare alternatives using a consequences matrix. – Use experts to help define consequences.
Ef fect iv e D ecis ion Makin g
Tradeoffs – Use swaps. – Determining the relative value of different consequences is the hard part.
Ef fect iv e D ecis ion Makin g
Uncertainty – Use risk profiles to simplify decisions involving uncertainty.
What are the key uncertainties? What are the possible outcomes of these uncertainties? What are the chances of occurrence of each possible outcome? What are the consequences of each outcome?
– Use experts to help define possible outcomes.
Ef fect iv e D ecis ion Makin g
Uncertainty – Use a Decision Tree
Alternatives - Uncertainty - Consequences
Decision Tree B Go A Go
B No Go
A
A No Go
B Go B No Go
Ef fect iv e D ecis ion Makin g
Risk Tolerance – Understand and calibrate your group’s tolerance to take risks. – Incorporate your risk tolerance into all of your decisions.
Ef fect iv e D ecis ion Makin g*
Linked Decisions – Linked decisions are complex. – Ask: “How will this decision affect other people, other departments, other divisions, partners, your industry?” *
Based on the book Smart Choices: A Practical Guide to Making Better Decisions, John S. Hammond, Ralph L. Keeney, Howard Raiffa, Harvard Business School Press, 1999.
Decis ion M akin g Su mmary
Problem Objectives Alternatives Consequences Tradeoffs – – –
Uncertainty Risk Tolerance Linked Decisions
Mee tin g Ty pes
Information Giving – Supplying information to others or informing them of decisions/actions and the reasons for these decisions/actions
Information Gathering – Collecting information from individuals who have different perspectives about or knowledge of an issue or problem
Mee tin g Ty pes
Problem Solving – Analyzing the causes of and potential solutions to specific problems
Decision Making – Determining a course of action to take with regard to an important project, service, or task
Key R oles a nd Resp on sibilit ies
Leader Note Taker Timekeeper Facilitator (if applicable)
Ef fect iv e M ee tin gs
Plan and communicate – Define purpose(s) of meeting. – Identify topics and the person responsible for leading discussion on the topic. – Prepare meeting presentations.
– – –
Keep PowerPoint presentations to a minimum
Determine participants. Arrange for logistics. Communicate with participants.
Ef fect iv e M ee tin gs
Open the meeting. – – – – –
Start on time. Review meeting purpose and agenda. Introduce participants (if needed). Set expectations. Assign roles (leader, note taker, time keeper, facilitator).
Ef fect iv e M ee tin gs
Conduct the meeting. – – – – –
Structure the discussion. Stay on track. Stay engaged. Promote positive interactions. Summarize each topic.
Ef fect iv e M ee tin gs
Close the meeting. – – – –
Summarize meeting outcomes. Specify next steps. Assess effectiveness. End on time.
Ef fect iv e M ee tin gs
Follow up. – – –
Send a quick “thank you” e-mail. Distribute meeting summary via e-mail. Complete action items.
Mee tin gs Th at W or k: Pla ns Bos ses Ca n Ap prov e
“Decision makers are as motivated by friendships, concerns for popularity, and self interest as by the cold, hard facts gleaned from rigorous analysis.” * “Planning documents too often ignore what’s really at stake among participants and fail to establish a logical, agreed-on course of action.”* * “ Mee ting s That Work : Pl an s Bos ses Ca n A pprov e, ” Paul Lov et t, HBR , No v- Dec 198 8.
Mee tin gs Th at W or k: Pla ns Bos ses Ca n Ap prov e
In meetings with decision makers, you must get them to focus on the important elements--your vision and your plan of action. – Not to get bogged down with lots of raw numbers. – They won’t remember lots of boring numbers.
Decision makers want four questions answered:
Th e Fo ur C rit ica l Ques tion s 1 2 3 4
What is the plan? Why is the plan recommended? What are the objectives? How much will it cost to implement the plan? – And what is the reasonable upside potential?
What is the ROI?
Wh at I s Th e Pla n?
Requires a specific future-tense statement of strategy – “Sales department will increase its sales staff in order to increase its share of advertising dollars in our medium by 15%.”
Wh y Is Th e Pla n Rec ommen ded ?
Make the plan’s rationale clear to the decision maker. You’re laying out what the situation is. – In just enough detail to get a decision
Not too many raw facts and numbers.
– Synthesized information that supports the rationale is vital.
Propose a specific program that maps out well-defined course of action.
Wh at Are Th e G oals ?
Goals are what you expect to happen if the plan is adopted. Limit the financial details to a few important numbers. – Just a few numbers are enough to focus the goals discussion on the right issues.
Objectives should be strategic, not primarily financial.
How Mu ch Will Th e Pla n Cos t?
Request enough resources to carry out the plan and achieve the goals. – Financial and human resources
Forecast reasonable upside financial results. – Forecast a ROI.
Over all M eet in g Stra tegy
Keep it simple. – Not too many numbers – Not too much written material
Keep it focused on the four questions. Keep it informal. – Encourage discussion and give and take – Encourage informality
Close! – Get approval and a firm commitment.
Ef fect iv e D ecis ion Makin g
Th e E igh t E leme nts of Ef fect iv e D ecis ion s
Problem Objectives Alternatives Consequences Tradeoffs Uncertainty Risk Tolerance Linked Decisions
Ef fect iv e D ecis ion Makin g
Problem – – – –
Be creative about your problem definition. Turn problems into opportunities. Reexamine your problem definition as you go. Maintain your perspective.
Ef fect iv e D ecis ion Makin g
Objectives – Let your objectives be your guide.
Objectives determine what information you seek. Objectives can help you explain your choices to others.
– Master the art of identifying objectives.
Ef fect iv e D ecis ion Makin g
Alternatives – – – – –
Don’t box yourself in with limited alternatives. Use your objectives and ask “how?” Set high aspirations. Ask others for suggestions. Give your subconscious time to operate.
Incubate
– Never stop looking for alternatives.
Think outside the box, brainstorm.
Ef fect iv e D ecis ion Makin g
Consequences – Compare alternatives using a consequences matrix. – Use experts to help define consequences.
Ef fect iv e D ecis ion Makin g
Tradeoffs – Use swaps. – Determining the relative value of different consequences is the hard part.
Ef fect iv e D ecis ion Makin g
Uncertainty – Use risk profiles to simplify decisions involving uncertainty.
What are the key uncertainties? What are the possible outcomes of these uncertainties? What are the chances of occurrence of each possible outcome? What are the consequences of each outcome?
– Use experts to help define possible outcomes.
Ef fect iv e D ecis ion Makin g
Uncertainty – Use a Decision Tree
Alternatives - Uncertainty - Consequences
Decision Tree B Go A Go
B No Go
A
A No Go
B Go B No Go
Ef fect iv e D ecis ion Makin g
Risk Tolerance – Understand and calibrate your group’s tolerance to take risks. – Incorporate your risk tolerance into all of your decisions.
Ef fect iv e D ecis ion Makin g*
Linked Decisions – Linked decisions are complex. – Ask: “How will this decision affect other people, other departments, other divisions, partners, your industry?” *
Based on the book Smart Choices: A Practical Guide to Making Better Decisions, John S. Hammond, Ralph L. Keeney, Howard Raiffa, Harvard Business School Press, 1999.
Decis ion M akin g Su mmary
Problem Objectives Alternatives Consequences Tradeoffs – – –
Uncertainty Risk Tolerance Linked Decisions
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