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    How to Run a Meeting
    How to Run a Meeting
    How to Run a Meeting
    Ebook43 pages31 minutes

    How to Run a Meeting

    By Antony Jay

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    About this ebook

    What makes for a great meeting? As a leader, how can you keep discussions on point and productive? In How to Run a Meeting, Antony Jay argues that too many leaders fail to plan adequately for meetings. In this bestselling article, he defines the characteristics that contribute to success, from keeping formal minutes to acknowledging junior staff first. These guidelines will help you get demonstrably better results from every meeting you run. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.
    LanguageEnglish
    PublisherHarvard Business Review Press
    Release dateJun 8, 2009
    ISBN9781633691353
    How to Run a Meeting

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      How to Run a Meeting - Antony Jay

      today.

      Why have a meeting anyway? Why indeed? A great many important matters are quite satisfactorily conducted by a single individual who consults nobody. A great many more are resolved by a letter, a memo, a phone call, or a simple conversation between two people. Sometimes five minutes spent with six people separately is more effective and productive than a half-hour meeting with them all together.

      Certainly a great many meetings waste a great deal of everyone’s time and seem to be held for historical rather than practical reasons; many long-established committees are little more than memorials to dead problems. It would probably save no end of managerial time if every committee had to discuss its own dissolution once a year, and put up a case if it felt it should continue for another twelve months. If this requirement did nothing else, it would at least refocus the minds of the committee members on their purposes and objectives.

      But having said that, and granting that referring the matter to a committee can be a device for diluting authority, diffusing responsibility, and delaying decisions, I cannot deny that meetings fulfill a deep human need. Man is a social species. In every organization and every human culture of which we have record, people come together in small groups at regular and frequent intervals, and in larger tribal gatherings from time to time. If there are no meetings in the places where they work, people’s attachment to the organizations they work for will be small, and they will meet in regular formal or informal gatherings in associations, societies, teams, clubs, or pubs when work is

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