Meetings have gotten a bad reputation, and are even the butt of numerous jokes. Witness the popularity of Dilbert! Though most managers and engineers see meetings as unproductive and high-priced, they also know their organizations could not function without this form of internal communication. Meetings can be unfocused, can last too long, and are sometimes called unnecessarily. All of these problems don't mean meetings are inherently valueless, but indicate they are often planned poorly, or not at all.

To get the most from meetings, you must understand exactly what they are. A meeting is not an end in itself, but a vehicle to help you reach a goal. Meetings help a group determine a course of action. They can be an efficient and effective communication and planning vehicle, but only if organizers plan carefully and pay attention to details before, during, and after the event. The solution is not fewer meetings, but more effective ones.

Meetings also reflect on the person conducting them and on the organization the person represents. When you are conducting a meeting, keep in mind that you will make a lasting impression on your audience, and follow the rules of good speaking and listening (The Communication Skills module provides an overview of listening, speaking, and writing skills). It is important, for example, to know the attendees, so that your presentation is on the group's level. Similarly, your nonverbal communication - voice, posture, enthusiasm, e.g. - must be confident, open and interested. In addition, it is incumbent on the person leading the meeting to ensure that all participants are included in the discussions and that no one's ideas are dismissed or ridiculed. If you follow those guidelines and use the information in this module, you can lead effective meetings.

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