22:47
Faizan
Synopsis:
Meetings have plenty of characteristics and among those is the meeting end result or outcome. This is typically a collection of minutes. Here we touch on a couple of points that may strengthen them.
Is the outcome not clear?
It is commonly an undertaking to make a meeting go as smoothly as you might want. The mechanics and procedure of the meeting can screen what you will, with any luck receive, at the end of it. If the meeting is over what must it generate? Is it just a collection of minutes? Will it trigger a further meeting? Should there be a catalogue of actions?
You should have determined this, at the start, as an aspect of establishing the meeting policy. Few effective meetings will conclude with no action points. This will be applicable also to project review meetings at the conclusion of a project. There is either something to accomplish or experiences to learn from which demand some type of action.
So the output should be:
A concise and accurate set of minutes. These should be reviewed by those present prior to rapid distribution. They will contain summary information and action points with completion times.
It may even be appropriate to evaluate the process of the actual meeting. This is particularly useful as soon as a few meetings have been finished. Receiving initial comments from attendees may help to alleviate a few issues you hadn't expected.
Are the actions ambiguous?
It is easy to include actions to meeting minutes at the time. The problem occurs when the next meeting appears and the offender denies all understanding of actions that seem to be clear cut. This position can be avoided if the secretary for the minutes and specifically the chairperson take a bit more care in their recording of action points.
A few simple tips can assist with action completion.
Pinpoint the person, responsible for the action (owner), who will report its outcome at the following meeting.
Meetings have plenty of characteristics and among those is the meeting end result or outcome. This is typically a collection of minutes. Here we touch on a couple of points that may strengthen them.
Is the outcome not clear?
It is commonly an undertaking to make a meeting go as smoothly as you might want. The mechanics and procedure of the meeting can screen what you will, with any luck receive, at the end of it. If the meeting is over what must it generate? Is it just a collection of minutes? Will it trigger a further meeting? Should there be a catalogue of actions?
You should have determined this, at the start, as an aspect of establishing the meeting policy. Few effective meetings will conclude with no action points. This will be applicable also to project review meetings at the conclusion of a project. There is either something to accomplish or experiences to learn from which demand some type of action.
So the output should be:
A concise and accurate set of minutes. These should be reviewed by those present prior to rapid distribution. They will contain summary information and action points with completion times.
It may even be appropriate to evaluate the process of the actual meeting. This is particularly useful as soon as a few meetings have been finished. Receiving initial comments from attendees may help to alleviate a few issues you hadn't expected.
Are the actions ambiguous?
It is easy to include actions to meeting minutes at the time. The problem occurs when the next meeting appears and the offender denies all understanding of actions that seem to be clear cut. This position can be avoided if the secretary for the minutes and specifically the chairperson take a bit more care in their recording of action points.
A few simple tips can assist with action completion.
Pinpoint the person, responsible for the action (owner), who will report its outcome at the following meeting.
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