Another ‘Memorable’ Staff Meeting – Case Study Facilitator Guide Another ‘Memor

Another ‘Memorable’ Staff Meeting – Case Study Facilitator Guide Another ‘Memorable’ Staff Meeting © Copyright 2009, MMM Training Solutions © Copyright 2009, MMM Training Solutions 1 Focus Areas: • Conducting Meetings • Communication • Team Meetings • Managing Productivity Another ‘Memorable’ Staff Meeting April Drew had worked for Arthur Mason for a year now. He had just called for a staff meeting that morning at 11am. April was tired - it was difficult to predict when Arthur would call for meetings. And when he does, he expected everyone to drop all that they were working on and attend the meetings. If there was anything worthwhile to discuss about, he would set unrealistic targets and expect everyone to abide by it. Arthur’s meetings were always unevenly spaced – they happened either once a week or didn’t happen in many months. All the other four managers felt the same way - Arthur’s supervisory style was haphazard and reduced their productivity rather than enhancing it. Just as she was about to move towards the conference hall, April received information that the meeting had been re-scheduled to 2.30 in the afternoon. April rolled her eyes. She asked Laura Capeman, another manager about it. Laura just shrugged her shoulders as a reply. The 5 managers assembled in the conference room on time. To nobody’s surprise, Arthur walked in 15 minutes later, apologizing profusely. He said, “It’s been a while since we’ve had a meeting. Let us utilize our time really well now.” All the managers visibly had difficulty hiding their scepticism, and exchanged hopeless glances at each other. April put on a defeated smile - all meetings started this way, and ended up predictably - no where! After sipping on some water, Arthur announced rather importantly, “We have got to resolve this issue of excessive rules and regulations which are hindering our productivity.” © Copyright 2009, MMM Training Solutions 2 He paused as if to let the message sink in but there was nothing shocking about it. From the first day that April worked for Arthur, she had heard him complain about this issue. Arthur liked to expand on this topic whenever he got the opportunity, although almost everyone else felt there was no effective way to reduce or cut out the variety of organizationally required forms and procedures they had to complete. “I’m really serious about it this time,” Arthur continued. “I want each of you to bring me at least four ideas on how we can cut down on these burdensome procedures. I’ll expect them in writing on my desk first thing tomorrow morning.” April felt she could not remain silent any longer and said, “Arthur that is a very difficult task to complete. I have a deliverable on the K-Star project tomorrow, and I was planning to focus on it today. I just can’t do them both. Besides, if we have an urgent problem to take care of, it is this new VIP service program. It’s causing a lot of problems for everyone here.” The VIP service program was an initiative of Arthur’s that was launched four months back to provide the best service possible at all times. However, implementation turned out to be unrealistic and insensible. It obligated anyone in the department to stop whatever they were doing in order to fix a problem of any magnitude. Arthur did not see the need for addressing the reasons for the problems or to distinguish between the major and minor problems. As a result, all employees were frequently interrupted, which ended up in more functional errors. Everyone was facing similar problems- there were 4 other approving smiles and nods around the table when she mentioned it to Arthur. Arthur paused for a minute, and then said, “April, you know that you haven’t had much experience with this program yet. Besides I know what you are going to propose. That cannot be done and would not work anyway. No, let’s work on reducing the procedures that are cumbersome.” . Arthur looked at everyone else and said, “Does anyone have any suggestions on solving this problem?” Nobody responded. © Copyright 2009, MMM Training Solutions 3 The meeting finally ended after 20 minutes of forced and bored discussion. Everyone dispersed quickly, relieved to be out, without saying a word to Arthur. CASE DISCUSSION QUESTIONS: Evaluate how well Arthur managed this meeting. What could he have done differently to make it more productive? Debrief focusing on these important points: „ Prior to the meeting circulate the agenda „ Be punctual „ State the objectives of the meeting „ Have specific goals timed & prioritized „ Ensure that everyone contributes to the agenda „ Ensure that the right people are attending „ Appoint someone to take the minutes, direct & time the meeting „ The person leading the meeting should not display arrogant behavior „ The person leading the meeting should be flexible „ No one should make personal comments „ Do not voice recommendations too early „ Respect team members’ opinions „ Do not demonstrate lack of confidence coming out of lack of preparation „ Not giving the next steps „ How haphazard and rescheduled meetings affect people’s productivity uploads/s1/ facilitator-guide 1 .pdf

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• Publié le Jan 14, 2022
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