You've been sitting in the meeting for 93 minutes. It feels like 93 days.

It was supposed to last an

hour, max, but the Senior VP is in the room, and the point of the session was to discuss his pet
project, and no one wants to be the first to crack. Everyone else is busy making gratuitous points
designed to flatter Mr. Big. You're entertaining fantasies about throwing a cream pie, or worse, at
the blowhard who just won't stop talking about how successful the project will be. You know it's
doomed to fail; it's the high-tech equivalent of selling ice to the Inuit.

You're asking yourself, who's in charge here? How did all these reasonably well-intentioned
people get so far out of whack? And, more to the point, how can this juggernaut be stopped?

Since mass laryngitis is not an option, you need the Ten Commandments of Meetings. Moreover,
you need to post them prominently in meeting rooms so that everyone can begin to follow them –
especially the leader. Remember that even Moses had trouble with his unruly flock from time to
time, so be prepared for the occasional outburst of the modern corporate version of Baal worship.

Thou Shalt Always Know What Time It Is

The clock is God in meetings. Out of respect for the commitment and sanity of everyone who
attends, meetings should never run over the time allotted. Especially regularly scheduled
meetings. If the session gets bogged down in an issue, table it for another meeting. If the meeting
must conclude by taking an action or decision, then schedule it accordingly. Tell all the
participants before the meeting starts that it will go as long as necessary to reach the stated
conclusion. Don't mislead people by minimizing the amount of work involved; that kind of trickery
will only come back to haunt you.

Thou Shalt Not Forget the Main Reason for Meetings

The only good reason to have meetings is to do something together that you can't do better alone.
In business, meetings have three primary purposes: communicating, administering, and deciding.
Of these, the first and last are most worthwhile. But the focus of all three kinds of meetings should
be action. They should either be communicating the intention to take an action or the results of
action that has been taken, administering a plan of action, or deciding among alternative actions.
If you find yourself calling meetings – or going to them – that have some other purpose, you're
wasting your time. And everyone else's. Find something else to do.

Thou Shalt Remember the Golden Rule of Meetings:

Praise in Public, Criticize in Private
Shut off public criticism when it arises. It's extremely destructive to morale and should be
prevented. Indeed, much misery could be avoided in the business world if all members of the
corporate community would remember a simple fact: if they are working for the same employer,
then they are all on the same team. Corporate politics we will always have with us, but that
doesn't mean that we have to accept them tamely. Help your vocally critical teammates by making
it clear, in advance of each meeting, who is in charge, how long the meeting will last, and what the
point of the meeting is. Then deal with attempts to take the meeting in other, more vicious
directions as simple misunderstandings of the agreed-upon ground rules. Politely but firmly steer
the meeting back to the right terrain.

Thou Shalt Not Convene Meetings Outside of Normal Business Hours

Of course there are times when this commandment must be broken, but they should be reserved
for real emergencies. People who schedule meetings for evenings and weekends are merely
advertising the embarrassing fact that they have no life - and they're expecting others to give up
theirs. That kind of person should not be allowed to run anything, much less part of a modern
corporation, because they lack the basic humanity to do a good job. Surviving in the fast-moving,
devil-take-the-hindmost business world of today requires good peripheral vision as well as keen
understanding of the work involved. Those without the necessary life balance can't possibly
understand that world they're in or see around the next business corner.

Thou Shalt Not Use Group Pressure to Logroll Conclusions

It is simply wrong to use meetings to pressure people into agreeing to actions or ideas that they
know to be immoral or illegal in order to promote the business of the corporation. Group pressure
is a powerful force, especially where jobs are at stake. Don't misuse it to get people to stray from
the straight and narrow, or bend the rules, or set the quotas dangerously high, or cut corners on
quality, or any one of a thousand such activities that go on every day in misguided organizations
everywhere. Your corporation has a set of values. If it doesn't include adherence to a code of
ethics and the rule of law, change the values or find values or find somewhere else to work.

Thou Shalt Not Use Meetings to Destroy Others' Careers

There is enough room in every meeting for a disagreement without making it personal or
destructive. More than that, it's wrong – and politically unwise. Modern corporate life has become
so ephemeral and its denizens so transient that your past is bound to come back and face you
again, and sooner rather than later. A petty triumph at someone else's expense at one job may
well prove seriously embarrassing at your next job. Resist the temptation. Curiously, the unstable
nature of today's workplace has encouraged people to take the opposite attitude. The thinking
seems to run, "I'll never see these people again, so why not cut loose?" But the opposite is almost
certainly true.

Thou Shalt Keep the Personal and the Corporate Distinct

There's nothing wrong with having friends at work. But meetings are not for social calls. To be
sure, a certain amount of socializing at the beginnings and endings of meetings is part of the
grease that keeps the well-oiled corporate machine running smoothly. But the balance should be
clearly kept on the side of business. Too much socializing will lead to resentment among the
others at the meeting who are not part of the party. More than that, it's inefficient, bad for
business, and corrosive for your soul. You need to have a life outside the corporate one. If you
find that all your socializing is taking place in business meetings, it's time to change a few things.

Thou Shalt Remember that the Best Model for Meetings Is Democracy, Not
Monarchy
Resist the temptation to railroad your fellow participants into a decision you want. You need to
lead by moral persuasion, not by virtue of your title. Brute force is not the appropriate mode for
meetings, though jujitsu sometimes is. As a leader, you should always strive to understand the
sense of the meeting. If you want to issue edicts, publish them in the media available to you. You
don't need a meeting to announce a new course of proceeding that is not up for discussion. And
watch out for other participants in the meeting trying to take control. Hijacking a meeting is a
cherished corporate game, but a nasty one. It's your job as a leader to prevent that from
happening.

Thou Shalt Always Prepare a Clear Agenda and Circulate It Beforehand

It is more than courtesy – it is good efficient business practice to think hard about the purpose,
nature and structure of a meeting before it takes place. These thoughts should be codified in the
form of an agenda and circulated to all participants well in advance of the meeting. Time enough,
at any rate, for the participants to prepare whatever they need to in the way of reports, plans,
proposals, or the like. Far too often, people who call meetings grossly underestimate the amount
of preparation required of the participants.

Thou Shalt Terminate a Regularly Scheduled Meeting When Its Purpose for
Being No Longer Exists
If you can no longer clearly state the reason for having a regular meeting, it's time to kill it.
Purposes change, and when the meeting has lost its reason fortaking place, be the first one to put
an end to it. All periodic meetings should have a stock-taking every few sessions to determine if
the meeting still has a purpose. It's just one way to fight corporate bloat and bureaucratic
encrustation. Of course, for this discipline to work, you must have decided what the regular
meeting was for when it was begun. Goal-setting is just as important in meetings as it is in the rest
of corporate life.

The only meetings that people wish had run longer are those magical ones that take place when
lovers first set eyes upon one another. Don't make the mistake of thinking that your business
meeting is that thrilling. Keep its timing, purpose, and tone in perspective. Live to meet another
day.

Reprinted with permission from Harvard Business Communication: A Newsletter from Harvard
Business School. For more information please visit www.hbsp.harvard.edu.

1. International Communications Industries Association, Inc.

Effective Meetings - The Meeting Agenda
The meeting agenda has three distinct purposes. Firstly, it acts as a reference
against which to prepare for a meeting. Secondly, it is a script for the meeting itself a
mechanism for control and order. Finally, it represents a standard by which the
meeting can be judged a success or failure.

It is often said that the person who controls the agenda controls the meeting. The
agenda is often treated with almost legal reverence by those attending the meeting.
When you are leading a meeting you owe it to yourself and your meeting partners to
have prepared and circulated an agenda.

If you are asked to attend a meeting expect, or even request, an agenda. Attending
a meeting with an unseen agenda could leave you vulnerable to an issue for which
you are not prepared.

The best way to ensure that those attending a meeting are clear about its purpose is
to send them an agenda well in advance. The agenda should state which issues will
be discussed and in what order. It suggests the outline for the meeting minutes and
to some extent predicts the results of the meeting. An agenda should be short,
simple and clear.

The agenda should be headed with the date, time and location of the meeting.

The overall time should be shown on the agenda. In this example, the duration is
indicated at the top; an alternative to this is to place a start time against each item
on the agenda. It is important that an agenda displays the overall duration of the
meeting as this enables participants to plan their day in advance. Furthermore it
enables the chairperson to keep control of the meeting with reference to the
published time-frame.

It is usual to number each item on the agenda and to formally introduce each one.

The apologies for absence, involves naming those who were invited but unable to
attend.

Minutes of last meeting, this is a formal process, normally involving agreement

followed by the chairpersons signature.

Specific headings are then given for each topic that needs to be addressed.

Any other business. Many organizations prefer to drop this item from agendas,
restricting the meeting to specific items. The risk with including this option is that it
can invite almost any point of discussion and meetings can drag on indefinitely.

Any relevant background information should be sent out with the agenda. Aim to
make the agenda as informative as practical, it should encourage participants to turn
up and play as full a role as possible. If the agenda is dull then the attendees are
less likely to prepare well, or they may even decide not to turn up at all.

Remember, the key items discussed at the meeting are presented in the same order
within the meeting minutes as was shown on the meeting Agenda
 Brain Gym!

Exercise of the brain is as important as exercise of the muscles. As we grow older, it's important that we keep mentally
alert. The saying: "If you don't use it, you will lose it" also applies to the brain.

Below is a very private way to gage your loss or non-loss of intelligence. So take the following test presented here and
determine if you are losing it or are still a MENSA candidate. OK, relax, clear your mind and . . . begin.

1. What do you put in a toaster?

The answer is bread. If you said "toast", then give up now and go do something else. Try not to hurt yourself. If you
said, "bread", go to question 2.

2. Say "silk" five times. Now spell "silk". What do cows drink?

Answer: Cows drink water. If you said "milk", please do not attempt the next question. Your brain is obviously
overstressed and may even overheat. It may be that you need to content yourself with reading something more
appropriate such as "Children's World". If you said, "water" then proceed to question three.

3. If a red house is made from red bricks and a blue house is made from blue bricks and a pink house is made from pink
bricks and a black house is made from black bricks, what is a greenhouse made from?

Answer: Greenhouses are made from glass. If you said "green bricks", what the heck are you still doing here reading
these questions? If you said "glass", then go on to question four.

4. Twenty years ago, a plane is flying at 20,000 feet over Germany. If you will recall, Germany at the time was
politically divided into West Germany and East Germany. Anyway, during the flight, TWO of the engines fail. The
pilot, realizing that the last remaining engine is also failing, decides on a crash landing procedure. Unfortunately the
engine fails before he has time and the plane crashes smack in the middle of "no man's land" between East Germany
and West Germany. Where would you bury the survivors - East Germany or West Germany or in "no man's land"?

Answer: You don't, of course, bury survivors. If you said ANYTHING else, you are a real dunce and you must NEVER
try to rescue anyone from a plane crash. Your efforts would not be appreciated. If you said, "Don't bury the survivors"
then proceed to the next question.

5. If the hour hand on a clock moves 1/60th of a degree every minute then how many degrees will the hour hand move
in one hour?

Answer: One degree. If you said "360 degrees" or anything other than "one degree", you are to be congratulated on
getting this far, but you are obviously out of your league. Turn your pencil in and exit the room. Everyone else proceed
to the final question.
6. Without using a calculator - You are driving a bus from London to Milford Haven in Wales. In London, 17 people get
on the bus. In Reading, six people get off the bus and nine people get on. In Swindon, two people get off and four get
on. In Cardiff, 11 people get off and 16 people get on. In Swansea, three people get off and five people get on. In
Carmathen, six people get off and three get on. You then arrive at Milford Haven. What was the name of the bus driver?

Answer: Oh, for heaven sake! It was YOU, Read the first line!!!