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What's interesting too is how strongly you're committing yourselves to making the meeting effective. The only caveat: make sure you're not the only one. Don't be the only one rolling the ball uphill; enlist your fellow participants on the road to good meetings.
Jonathan Lehrich
Associate Director
MIT Leadership Center
30 Wadsworth Street, E53-418
Cambridge, MA 02142
(617) 253-6011
jlehrich@mit.edu
M. Anjali Sastry
Senior Lecturer, MIT Sloan School of Management
E53-329, 30 Wadsworth Street
Cambridge MA 02142
617.253.0965
Follow-up readings
How to run a meeting. By: Jay, Antony. Harvard Business Review, Mar/Apr76, Vol. 54 Issue 2, p43-57
Why is it that any single meeting may be a waste of time, an irritant, or a barrier to the achievement of an organization's objectives? The answer lies in the fact, as the author says, that "all sorts of human crosscurrents can sweep the discussion off course, and errors of psychology and technique on the chairman's part can defeat its purposes." This article offers guidelines on how to right things that go wrong in meetings. The discussion covers the functions of a meeting, the distinctions in size and type of meetings, ways to define the objectives, making preparations, the chairman's role, and ways to conduct a meeting that will achieve its objectives.
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