2020 - Performance vs. Plan: The Art & Science of Review Meetings

OVERVIEW
“Not another meeting!” Many organizations and their internal teams dread meetings. All too often, they are right to do so. Meetings of all types can easily leave the attendees frustrated, because little gets accomplished, the time gets wasted on arguments over who’s ‘right,’ or no decisions are made. Poorly designed meetings, and meetings simply for the sake of meetings, are rampant in large corporations, small businesses, and nonprofits of all types and sizes. In this program, you will learn how to design a meeting that delivers value to attendees, solves real problems, and improves productivity, morale and employee engagement. If your team members are not engaged, it’s a lot harder to reach organizational goals and objectives. Some of the best practices you will learn include the effective use of key performance indicators, tracking progress against plan, allocating time for strategic conversations, and even the simplicity of the timed agenda. You will also learn the skills of effective facilitation, to avoid internal strife and wasteful arguments.
LEARNING OBJECTIVES
The Review Meeting: what it is and how it works
Establishing Desired Results before the meeting
Publishing a timed agenda
Sharing up-to-date metrics or other insights
Effective meeting facilitation; how to nip “meeting wars” in the bud
Summarizing meeting accomplishments, assigning new tasks or targets
Distributing minutes; following up; scheduling next meeting
WHY SHOULD YOU ATTEND
Review Meetings offer a refreshing alternative to the old “what-have-you-done-for-me-lately” approach. Review Meetings are designed to do three things:
compare progress to desired results to date;
assess which results are desirable and which are undesirable;
plan to lock in desirable results and make improvements where they’re not so desirable; and assign people or teams new metrics, deadlines or projects.
Any meeting convener can master the key points of Review Meetings, as long as they are able to articulate desired results, measure performance against those results, and engage attendees in strategic conversation around them. Meetings must always have a purpose, a timed agenda, and opportunities for discussion and airing of opinions. Whether you’re experienced at holding meetings, or simply attending them, you will learn pertinent methods and practices to improve outcomes, strengthen employee engagement, and turn the meeting experience into a benefit for all concerned. And you might just end up needing fewer meetings too!
AREAS COVERED
What meetings are for, or why are we meeting today?
What is a Review Meeting; how does it differ from Planning Meetings and Huddles
The role of the facilitator
The five ways to measure performance
Establishing Key Performance Indicators and Success Targets
Gathering performance-vs-plan data before a Review Meeting
The data; reading the story the numbers tell you
Selecting improvement initiatives: what to lock in, what to leave alone, what to improve
Ensuring participant engagement
Keeping participants engaged during virtual meetings
Brainstorming and prioritizing skills, and when to use them
The skills of continuous improvement
Problem definition and root cause analysis
Assigning follow-up tasks or teams
Meeting minutes the easy way
Accountability measures for follow-up meetings
WHO WILL BENEFIT?
Individuals who are likely to benefit from this training include:
Senior executives and leaders, such as CEOs, CFOs, CMOs, CDOs (nonprofit title for Chief Development Officer), and so on.
Sales managers, branch managers, customer service managers, marketing managers
In the nonprofit sector, look for program managers, directors of development, directors of advancement, direct marketing managers, major gift managers..
Team leaders and front-line supervisors in almost any discipline
Boards of Directors (nonprofit organizations in particular)
Project managers, including those with PMI (Project Management Institute) certifications
SPEAKER
Ellen Bristol is a thought leader in the field of strategic fundraising for nonprofits, B-Corps and social enterprises. She founded Bristol Strategy Group in 1995, and has worked with nonprofit organizations ever since to improve their fundraising results. She developed her firm’s trademarked methodology Fundraising the SMART Way™, and also designed the Leaky Bucket Assessment for Effective Fundraising, the only popular study of fundraising-staff productivity which has been gathering data since 2011.
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