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EFFECTIVE Meeting Facilitation - Say Goodbye to the WOMBAT

Written by: Aviva Shiff

Article Overview: "Oh no! Another meeting! That's 3 hours of my life I'll never see again!" If you've ever felt this way or suspect you've evoked this response in others, read on. A new acronym has popped up that defines many meetings. Many people are now referring to meetings as a WOMBAT (Waste Of Money, Brains And Time). To turn your meetings from WOMBATs to EFFECTIVE, here are some tips to create an environment where participants can bring their strengths and ideas to the table. EFFECTIVE meetings have not only positive discussion, but also a will to make important decisions and to take action.

EFFECTIVE Meeting Facilitation - Say Goodbye to the WOMBAT

“Oh no! Another meeting! That’s 3 hours of my life I’ll never see again!”

If you’ve ever felt this way or suspect you’ve evoked this response in others, read on.

A new acronym has popped up that defines many meetings. Many people are now referring to meetings as a WOMBAT (Waste Of Money, Brains And Time). In fact, according to a survey conducted by Opinion Research Corp., 34% of respondents classified most meetings as a “complete waste of time”.

One can assume that meeting facilitators do not initiate meetings with the intention of wasting everyone’s money, brains and time. But, as they say, the road to hell is paved with good intentions. The good intentions of meetings include:

• building and maintaining effective teams

• sharing information

• to reach group decisions

• to gain perspective on an issue

• to direct and coordinate individual and joint efforts

• identifying and solving problems

However, there seems to be a real disconnect between intentions and results. So, what goes wrong? Why do many meetings feel like a version of hell that people feel they must endure rather than benefit from?

To turn your meetings from WOMBATs to EFFECTIVE, here are some tips to create an environment where participants can bring their strengths and ideas to the table. EFFECTIVE meetings have not only positive discussion, but also a will to make important decisions and to take action.

Establish the Purpose and Desired Outcomes.

Once you articulate, in specific terms, what you want to achieve, then you can decide if a meeting is the best way to reach your objective. You should never meet out of habit or to tell people something they can read. Respect everyone’s time, including your own and look for alternatives to live meetings where possible. Some acceptable purposes for a live meeting include: to make a decision, to generate a list of next steps or impacts of the information being shared, to work together to create an idea, plan or project and to share information when the subject requires interaction and explanation.



Finalize the Agenda.

The agenda should include the purpose and outcomes statement and be distributed 2-3 days before the meeting so that participants may be prepared. Any background data and information should be distributed at that time as well. Communicate the intent of each agenda item rather than just the topic. For example, activity, information only, discussion, decision. Each item should also have a start time, duration and a stop time, including breaks if the meeting will last longer than 90 minutes. This enables participants to take the agenda more seriously and work more efficiently.



Free the Prisoners.

Restrict meetings to only those who truly need to be there. Only those who truly need to be there should be invited. Really. Truly. On a need to be there basis. Enough said.



Encourage Responsibility and Contribution.

When participants share responsibility for running their meetings they not only develop their leadership skills, but they are more likely to contribute, collaborate, learn and feel engaged. Having a variety of speakers also makes it more interesting for all participants.



Consider Using an External Facilitator.

When it’s a complex situation and you want to focus on your role as a leader or participant, it may be a good idea to hire an external facilitator who has expertise in leading innovative, decision-making or learning oriented meetings. An external facilitator may also be the answer when you don’t want to be constrained by past personality conflicts, power struggles or simply could benefit from an impartial, outside perspective.



Tackle Disruptive Behavior.

A good way to start the meeting is to set ground rules that promote respect, collaboration and efficiency. The more involved the participants are in setting the ground rules, the more likely they will be adhered to, thereby pre-empting most disruptive behaviors. When disruptive behaviors do occur, it is best to tackle, rather than ignore. Try not to take it personally and remember to keep the dignity of the group and the individual intact. Listen, validate any concerns, and if appropriate, park the issue for another time. Steer the group back to the agenda and shift the focus to other participants. In some cases, it may be necessary to talk privately to members who continually exhibit disruptive behaviors.

Icebreakers are a Constructive Way to Start the Meeting.

Even when participants know each other, the beginnings of meetings can be a little uncomfortable. You may be cautious about participating if you are unsure of what to expect. Icebreakers can be to get to know each other better, to start thinking about the topic to be discussed or just to feel more at ease so that you can take risks and try new ideas. There are many excellent books and Internet resources for suitable icebreakers.

Variety Sparks Interest, Involvement and Ideas.

People communicate and learn and share in a variety of styles. To maintain interest, use a variety of delivery methods such as speaking, videos and visuals aids. Structure the meeting so that there is a variety of discussion, presentation and focused activities. When brainstorming, problem solving or decision making, there are a variety of techniques to use. Don’t use the same techniques every time. Research these strategies in advance so that you can use the most appropriate strategies to maximize your group’s effectiveness.



End on Time With a Review and Agreement on Next Steps.

Demonstrate your respect by ending on the time. As it is possible for people to walk out of the meeting with different versions of what occurred, it’s a good idea to schedule a quick review of what was discussed and what was agreed upon. It is vitally important that the facilitator identifies the steps that need to be taken before the next meeting, who will take responsibility for each step, and by when it will be accomplished. Clarity goes a long way to getting results and action. Make sure you thank everyone for his or her time and show appreciation for what was accomplished in the meeting.

Use these tips to turn your WOMBAT meetings into EFFECTIVE meetings so that everyone will feel that their time, brains and contributions are appreciated. EFFECTIVE meetings can energize, give direction and inspire confidence about what your team can achieve.

Related Articles
  He’s in a Meeting – or is he? Working with Gatekeepers
  The F Word: How To Make Facilitation Facile Again for Executives & Their Teams
  Master Your Game: Facilitated Meetings
  Who’s in the meeting – and who’s not?
  Ten Benefits of Facilitation

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