Agendas are not just lists of topics. Always consider how much time will be needed to discuss any topic - be generous. If the number of topics is too great for one meeting, consider if they all really need to discussed. Perhaps you can address some topics without further input and report on the results. Perhaps you can delegate some issues to subordinates; set the expectation that they will consult with the appropriate people. Or schedule an additional meeting.
- When you meet with your boss, enter the room with your printed agenda, one copy each. Respectfully but boldly proffer the agenda as a mechanism for ensuring all relevant topics are covered in the meeting. Ask for and add items that your boss wants to discuss. Reorder the items if requested. Use the agenda to help keep both of you focussed during the meeting, using the "excuse" or reason of keeping yourself organized.
- If you meet with a colleague to gain agreement for a new approach, write an agenda that highlights both the pros and cons. Methodically working through the agenda will sap emotion from the discussion, allowing both of you to recognize the pros and to think objectively about the cons.
- In the unpleasant circumstance of having to discipline an employee, an agenda will guide you through the process in a way that increases your confidence in remaining professional. A human resource professional can help you identify the steps of such a meeting and phrase them in legally correct language.
- Every meeting of groups of people cries out for a good agenda. Even brainstorming sessions work better if we take the time to understand how such sessions should be conducted. Ensuring that everyone knows what topics will be addressed reduces fruitless discussion and saves time and frustration for all participants.
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