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Hosting Effective Online Meetings, Part 2

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LaDonna Coy
LaDonna Coy

This is part 2 of a two part workshop on Hosting Effective Online Meetings. Part 1 covers what works, what doesn't and offers an online meeting technologies starter kit. Part 2 covers a Strength-based Meeting management Tool. The workshop was collaboratively developed by LaDonna Coy and Stephanie Nestlerode. Handouts and links are posted on a wiki page. http://technologyinprevention.wikispaces.com/Texas+Coalition+Webinars

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Hosting Effective OnlineMeetings Part 2 Strength-based Meeting Management Tool Stephanie Nestlerode LaDonna CoyOmega Point International, Inc.Learning for Change, Inc. September, 2009
Debrief technology plansWhat are you planning to do online?
Part TwoMeetings by DesignThe PLANC
The Five Why’sWhy?Why?Why?Why?Why?
When a meeting is high functioning, what’s happening? What do you see, hear, feel?
What are the specific behaviors you witness? What kind of energy field do the behaviors create?
What encouraged the behaviors to show up? Were they planned?
What created the container? What created the conditions for success?
Who created the conditions? Was it by design or by accident?
Designing Meetings for Success Where to Start?
With the end in mind 
.. What are the outcomes you want to achieve? In terms of relationships? process outcomes In terms of goals? content outcomes
What are your beliefs about how the meeting outcomes can be achieved? What are you assuming? Based on what data?
What are your intentions for what will be accomplished in the meeting? The Agenda Who, what, where, when and why
What actions need to be taken to prepare for the meeting? Develop and implement the PLANC
The Meeting
Omega Point's Learning Template for Meeting Management Beliefs Intentions Outcomes Actions The Meeting
Omega Point's Learning Template for Meeting Management Begin here! Outcomes Why are we meeting? What are the Expected Outcomes Actions The Meeting
Omega Point's Learning Template for Meeting Management Begin here! Beliefs What meeting design will produce the desired outcomes? What are strengths to build upon? What are the challenges? Outcomes Why are we meeting? Whose voice needs to be represented? What are the Expected Outcomes Actions The Meeting
Omega Point's Learning Template for Meeting Management Begin here! Beliefs What meeting design will produce the desired outcomes? What are strengths to build upon? What are the challenges? Intentions Outcomes What will be covered on the agenda? Who will lead the meeting? What data will be provided in advance? Why are we meeting? What are the Expected Outcomes Actions The Meeting
Omega Point's Learning Template for Meeting Management Begin here! Beliefs What meeting design will produce the desired outcomes? What are strengths to build upon? What are the challenges? Intentions Outcomes What will be covered on the agenda? Who will lead the meeting? What data will be provided in advance? Why are we meeting? What are the Expected Outcomes Actions The Meeting
Learning Template for Meeting Management Begin here! Beliefs What meeting design will produce the desired outcomes? What are strengths to build upon? What are the challenges? Intentions Outcomes What will be covered on the agenda? Who will lead the meeting? What data will be provided in advance? Why are we meeting? What are the Expected Outcomes Actions The Meeting
Omega Point’s Learning Template Beliefs Intentions Outcomes Actions
Think of a regular meeting that you’d like to improve. If your team was an animal, what animal would it be?
PROCESS People issues Feelings of Engagement, Respect, Possibility, Trust, Decision-making Authority, Accountability CONTENT Topic issues Questions of purpose, data, systems, goals, objectives, strategies, timelines, reporting requirements Two Sides of the Same Coin
Which side of the coin presents the most challenges for you? Process Content Poll
PLANC MEETING MANAGEMENT TOOL P urpose
PLANC MEETING MANAGEMENT TOOL L ogistics P urpose
PLANC MEETING MANAGEMENT TOOL L ogistics Agenda P urpose
PLANC MEETING MANAGEMENT TOOL L ogistics Agenda P urpose N ext Steps
PLANC MEETING MANAGEMENT TOOL L ogistics Agenda P urpose N ext Steps C ritique
Why? unique team contribution
Who? diverse perspectives
Logistics People Time Place
AGENDA Content Lead Process Lead
NEXT STEPS Who? What? Where? When?
CRITIQUE the MEETING What worked? What might be changed? How well were roles utilized?
Poll
How is it Different?
How is it Different? If you serve as aTeam Lead Click on the green check mark.
How is it Different? If you serve as aTeam Lead Click on the green check mark. Is thereshared leadershipfor all the tasks involved in creating a successful meeting?
Content Lead Real-timeScribe All focus on Timekeeper Process Lead PLANC Social MediaLead HostConvener Logistics Lead Chat Spanner Roles
Every Partner responsible attentive focused
Content Lead tracks tasks listens for threads reflects on progress agenda
Process Lead designs conversations facilitates reflects on team dynamics co-creates agenda
Logistics Lead Checking Calendars Time Place
HostConvener Invites Sends Reviews Agenda Welcomes Reviews Planc’d Agenda Gives context and voice
Timekeeper Tracks Time & Due Dates
Real-timeScribe Issues Decisions Commitments Learnings Critique
Chat Spanner Discussion Area Type here Captures conversation in the chat log
Social MediaLead Supports Collaborative On-Line Efforts
What questions do you have about the PLANC Roles? What other roles might be helpful?
Everything that Enables, Disables Also Everything that Disables, Enables Also Source: Paul Underwood, Native American Wisdom Keeper
Leveraging Multiple Viewing Points Anticipate change well in advance of its arrival (see the past, present and future at a glance) Good at organizing tasks and people (cover the details and equip staff for success) Always checking out alternative possibilities (hold the door open for new ideas) Grow and develop in challenging circumstances (apply lessons learned to current reality) Visionaries Organizers Experimenters Wisdom Keepers Source: Paul Underwood, Native American Wisdom Keeper
CRITIQUE the MEETING What worked? What might be changed? How well were roles utilized?
Photo Citations Shimmering reflections http://www.flickr.com/photos/pagedooley/2577006675/ Hourglass http://www.flickr.com/photos/aidanmorgan/2331754875/ Purpose http://www.flickr.com/photos/mag3737/2555523620/ Logistics http://www.flickr.com/photos/24847875@N05/3365692726/ Social Media ROI http://www.flickr.com/photos/intersectionconsulting/3598356119/ RNA http://www.flickr.com/photos/ethanhein/2250889077/ Rainbow http://www.flickr.com/photos/jakerome/3065903183/ Scribe http://www.flickr.com/photos/jefka/3815056107/ Open http://www.flickr.com/photos/cquarles/3340476607/ Question mark http://www.flickr.com/photos/24350382@N07/2949435839/

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Hosting Effective Online Meetings, Part 2

  • 1. Hosting Effective OnlineMeetings Part 2 Strength-based Meeting Management Tool Stephanie Nestlerode LaDonna CoyOmega Point International, Inc.Learning for Change, Inc. September, 2009
  • 2. Debrief technology plansWhat are you planning to do online?
  • 3. Part TwoMeetings by DesignThe PLANC
  • 5. When a meeting is high functioning, what’s happening? What do you see, hear, feel?
  • 6. What are the specific behaviors you witness? What kind of energy field do the behaviors create?
  • 7. What encouraged the behaviors to show up? Were they planned?
  • 8. What created the container? What created the conditions for success?
  • 9. Who created the conditions? Was it by design or by accident?
  • 10. Designing Meetings for Success Where to Start?
  • 11. With the end in mind 
.. What are the outcomes you want to achieve? In terms of relationships? process outcomes In terms of goals? content outcomes
  • 12. What are your beliefs about how the meeting outcomes can be achieved? What are you assuming? Based on what data?
  • 13. What are your intentions for what will be accomplished in the meeting? The Agenda Who, what, where, when and why
  • 14. What actions need to be taken to prepare for the meeting? Develop and implement the PLANC
  • 16. Omega Point's Learning Template for Meeting Management Beliefs Intentions Outcomes Actions The Meeting
  • 17. Omega Point's Learning Template for Meeting Management Begin here! Outcomes Why are we meeting? What are the Expected Outcomes Actions The Meeting
  • 18. Omega Point's Learning Template for Meeting Management Begin here! Beliefs What meeting design will produce the desired outcomes? What are strengths to build upon? What are the challenges? Outcomes Why are we meeting? Whose voice needs to be represented? What are the Expected Outcomes Actions The Meeting
  • 19. Omega Point's Learning Template for Meeting Management Begin here! Beliefs What meeting design will produce the desired outcomes? What are strengths to build upon? What are the challenges? Intentions Outcomes What will be covered on the agenda? Who will lead the meeting? What data will be provided in advance? Why are we meeting? What are the Expected Outcomes Actions The Meeting
  • 20. Omega Point's Learning Template for Meeting Management Begin here! Beliefs What meeting design will produce the desired outcomes? What are strengths to build upon? What are the challenges? Intentions Outcomes What will be covered on the agenda? Who will lead the meeting? What data will be provided in advance? Why are we meeting? What are the Expected Outcomes Actions The Meeting
  • 21. Learning Template for Meeting Management Begin here! Beliefs What meeting design will produce the desired outcomes? What are strengths to build upon? What are the challenges? Intentions Outcomes What will be covered on the agenda? Who will lead the meeting? What data will be provided in advance? Why are we meeting? What are the Expected Outcomes Actions The Meeting
  • 22. Omega Point’s Learning Template Beliefs Intentions Outcomes Actions
  • 23. Think of a regular meeting that you’d like to improve. If your team was an animal, what animal would it be?
  • 24. PROCESS People issues Feelings of Engagement, Respect, Possibility, Trust, Decision-making Authority, Accountability CONTENT Topic issues Questions of purpose, data, systems, goals, objectives, strategies, timelines, reporting requirements Two Sides of the Same Coin
  • 25. Which side of the coin presents the most challenges for you? Process Content Poll
  • 26. PLANC MEETING MANAGEMENT TOOL P urpose
  • 27. PLANC MEETING MANAGEMENT TOOL L ogistics P urpose
  • 28. PLANC MEETING MANAGEMENT TOOL L ogistics Agenda P urpose
  • 29. PLANC MEETING MANAGEMENT TOOL L ogistics Agenda P urpose N ext Steps
  • 30. PLANC MEETING MANAGEMENT TOOL L ogistics Agenda P urpose N ext Steps C ritique
  • 31. Why? unique team contribution
  • 34. AGENDA Content Lead Process Lead
  • 35. NEXT STEPS Who? What? Where? When?
  • 36. CRITIQUE the MEETING What worked? What might be changed? How well were roles utilized?
  • 37. Poll
  • 38. How is it Different?
  • 39. How is it Different? If you serve as aTeam Lead Click on the green check mark.
  • 40. How is it Different? If you serve as aTeam Lead Click on the green check mark. Is thereshared leadershipfor all the tasks involved in creating a successful meeting?
  • 41. Content Lead Real-timeScribe All focus on Timekeeper Process Lead PLANC Social MediaLead HostConvener Logistics Lead Chat Spanner Roles
  • 42. Every Partner responsible attentive focused
  • 43. Content Lead tracks tasks listens for threads reflects on progress agenda
  • 44. Process Lead designs conversations facilitates reflects on team dynamics co-creates agenda
  • 45. Logistics Lead Checking Calendars Time Place
  • 46. HostConvener Invites Sends Reviews Agenda Welcomes Reviews Planc’d Agenda Gives context and voice
  • 47. Timekeeper Tracks Time & Due Dates
  • 48. Real-timeScribe Issues Decisions Commitments Learnings Critique
  • 49. Chat Spanner Discussion Area Type here Captures conversation in the chat log
  • 50. Social MediaLead Supports Collaborative On-Line Efforts
  • 51. What questions do you have about the PLANC Roles? What other roles might be helpful?
  • 52. Everything that Enables, Disables Also Everything that Disables, Enables Also Source: Paul Underwood, Native American Wisdom Keeper
  • 53. Leveraging Multiple Viewing Points Anticipate change well in advance of its arrival (see the past, present and future at a glance) Good at organizing tasks and people (cover the details and equip staff for success) Always checking out alternative possibilities (hold the door open for new ideas) Grow and develop in challenging circumstances (apply lessons learned to current reality) Visionaries Organizers Experimenters Wisdom Keepers Source: Paul Underwood, Native American Wisdom Keeper
  • 54. CRITIQUE the MEETING What worked? What might be changed? How well were roles utilized?
  • 55. Photo Citations Shimmering reflections http://www.flickr.com/photos/pagedooley/2577006675/ Hourglass http://www.flickr.com/photos/aidanmorgan/2331754875/ Purpose http://www.flickr.com/photos/mag3737/2555523620/ Logistics http://www.flickr.com/photos/24847875@N05/3365692726/ Social Media ROI http://www.flickr.com/photos/intersectionconsulting/3598356119/ RNA http://www.flickr.com/photos/ethanhein/2250889077/ Rainbow http://www.flickr.com/photos/jakerome/3065903183/ Scribe http://www.flickr.com/photos/jefka/3815056107/ Open http://www.flickr.com/photos/cquarles/3340476607/ Question mark http://www.flickr.com/photos/24350382@N07/2949435839/