It helps to establish a consistent meeting day, time and location, so people can make it a habit. If they have to search for you or keep track of an ever-changing meeting time, they're far more likely to forget or not to bother.
An agenda gives people time to plan, to think over things that will be discussed, to do assignments and bring necessary information and materials. It doesn't have to be set in stone - you can always add and adjust as needed, even during the meeting.
The agenda can be printed and distributed, either in advance or at the meeting. Or, it can be written on a chalkboard or whiteboard where everyone can see it. This helps keep people on topic and lets them know what will be covered and when.
An agenda should include all of the following items that apply to your group:
Have you ever arrived at a meeting only to find the door locked, and everyone had to stand around waiting while the facilitator scrambled to find the key? Or have you ever been in a meeting where there weren't enough chairs, and each time a latecomer arrived, they had to interrupt and search for one and move it in? Not especially effective ways of inspiring confidence and credibility or getting things done efficiently, are they?
Turn questions back to the group for their input. Ask people to comment on something just said. Compliment people on their ideas and thank them for their input. Ask open-ended questions. You may need to ask the more quiet people for their thoughts, and tactfully interrupt the longwinded ones to move the discussion along.
Encourage people who just want to agree with a previous speaker to say "Ditto" rather than taking the time to repeat her/his point.
Expect people to be motivated, creative, and productive. They will usually live up - or down - to your expectations.
It's part of your job as facilitator to manage the traffic and help the discussion move along.
If several people are trying to talk at once, ask them to take turns. Try to identify who was first, second, etc. to speak up, and make sure to get back to everyone in their turn.
If the discussion is getting off-topic, point this out and redirect it back on course.
If someone is getting hostile, argumentative, or needlessly negative, tactfully intervene and try to turn the discussion in a more constructive direction.
If necessary, ask the group to agree to a time limit on a discussion that might take too long. You might want to agree to limit each speaker's time, or say that no one can speak a second time until everyone has spoken once.
If the group is spinning its wheels and people are only repeating themselves, restate and summarize the issues and ask if there is at least the beginnings of consensus.
If it just doesn't seem that the group can make a good decision right now, suggest tabling the matter until another time. You may want to ask someone to bring back more information, or form a committee to work on the issue.
If you have strong feelings on a particular issue, you may want to step aside and let someone else facilitate that discussion. At the very least, keep your own comments to a minimum, try to let others speak first, and identify them as your personal beliefs, outside of your role as facilitator. Avoid criticizing the ideas of others--your position gives your comments undue extra weight.
Be attentive to people who are speaking - look at them, lean forward, smile, nod. Make eye contact with people who may need encouragement to speak.
It's a very useful tool. It gives people a chance to consider and collect their thoughts. It may encourage someone to voice a comment they've been thinking about but hesitant to say.
Restate people's comments to make sure everyone understands their point.
Ask for clarification.
Summarize what has been accomplished or agreed and what is left to resolve.
Suggest when it's time to wrap up and make decisions or take action.
Reflect on what went well and what people appreciate about others' input and actions. Check out assumptions. Encourage people to share any lingering concerns or things that just don't sit right.
Nothing makes people dread and avoid meetings more than knowing they're likely to go on and on and consume far more of their time than they want to give.
Thank them for their input. Make sure they understand assignments and have what they need to do them.
Prepared by Mary McGhee
Sources:
"Process/Groundrules," from the BiNet USA Newsletter, December 15, 1992
Antleader Guidelines #C2: Running Effective Meetings, published by the Student Activities Office at the University of California, Irvine
index - organisation - attack - defence - other