· Make a plan. Think about how to approach each agenda item. Are there any specific agenda items which may need a special format for discussion or resolution? Are there issues which will evoke strong feelings or emotions? Plan some what if scenarios - What if we split on this issue what process will I use, What if Susan gets loud again? Plan your interventions for things your people do in meetings, such as if Nick spends several minutes dominating the floor how will I get him to be more precise? Are their any quick educational interventions that would be appropriate?
· Check the environment. Enough chairs, is there food or snacks available, does the lighting set the right mood, is it stuffy, warm enough, is there space to do what I want to do?
· Check supplies. Do you have everything you need? Paper, pens? etc.
· Write the agenda for all to see using action words to describe outcomes.
· Review outstanding old decisions or discussions from the last 2 meetings minutes. Is there a follow-up needed?
· Check yourself. Are you feeling well and have the energy to facilitate today? Do you have any hidden agendas you need to put in front of the group or realize within yourself? Take time to silently prepare yourself.
· Set a goal for the meeting and write it down so all can see.
· Assign volunteers for meeting tasks such as scribe, doorkeeper, etc.
Most groups use a combination of roles during a meeting. A role is a specific job, such as facilitator or note taker. Assign roles as people come into the meeting, if you have not done it prior. When the group creates process roles, be sure to discuss and write down the duties and expectations of each role. Some example roles are:
· Facilitator. Guides the meeting process.
· Scribe. Takes notes. Often rotated, but good scribes are rare and should be nurtured.
· Vibes watcher. Looks for feelings such as anger or frustration. Monitors how group is treating individuals. Works with the facilitator.
· Turn keeper. Keeps track of the order people indicated they want to participate.
· Time keeper. Keeps track of how much time has been spent on an issue. Advises group when time allotted for an agenda item is up.
· Door keeper. Sits near the door and fills in late comers with the current status of the meeting and what has been discussed so far.
Your group does not need to have all these roles, and some facilitators prefer to shepherd the vibes, keep turns, and keep time.
· As people first come into the room do a check of the body language of each person. Is there tension in the room. Does someone have an obvious vibe that you might need to tap before the meeting starts? Spend five minutes quietly watching the group as they assemble before the meeting starts. Does normally talkative Tim sit down in a corner with a frown on his face? Are Bob and Bill avoiding each other? These small observations can help alert you to the relationship issues that are happening within the group which may be warning signals that whatever is going on within the individual may come out during the meeting.
· Check in yourself to the group. Explain how you are feeling, any special things happening today. Ask for feedback and help making the meeting work well. Share your goal(s) for the meeting with the group.
· Check in with the agenda.
I. Review the agenda and prioritize. Ask for any additions or deletions.
II. Check times for items and that each item has an owner.
III. Check that any items you removed from the agenda are in fact inappropriate for large group discussion rather than small group work.
· Announce who is filling the various roles.
· Launch the meeting with a fun activity that energizes the group.
· .."
· For each item on the agenda summarize previous discussions or decisions about the agenda item to bring everyone up to date.
· Summarize points and clarify discussion. If an agreement is being sought, grab elements as they emerge in discussion and trial test them. It helps to write down the topic or issue under discussion so everyone can see and refer to it.
· Catch any items which have not been resolved, or come up in a discussion and ask the group what to do with them.
· Write the issue being discussed on a blackboard or on paper so the meeting participants can see it and keep track of what is being discussed. Write any proposals so everyone can read them.
· Note digressions and remind members to stay on task. Write related digressions up on the board and ask the group to delay consideration of this until later - then after the current issue is finished, ask the group what to do with the digression.
· Listen for and watch body language to catch any unexpressed issues or feelings. Note it to the group. Ask why people have emotions about an issue if its not clear.
· Watch for comments which create a negative environment and point it out to the group.
· Guide members who speak much to be briefer.
· Watch for restlessness and take breaks when you sense the need for one.
· Be sure any tasks generated are assigned to specific individuals or groups.
· Watch for dominance of speaking time and ask those who are quiet for ideas and thoughts. Ask: “ I’d like to ask those who have not yet spoken to contribute.”
· Review all task assignments and list any decisions made so any misunderstandings can be cleared before people leave.
· Debrief the meeting with yourself at least, or with the group. What went well, what could be improved.
· Have some sort of end of meeting regrouping, especially after heavy meetings. Having a closing can be a bringing together again. A ‘Check out” can gather feedback for how people feel, clear the air, or critique the meeting process. Having a check out at each meeting brings a closure and signals the end of the meeting.
· Evaluate your meetings on a regular basis. What is working? What is not?