Blog Post: How Effective Meetings Can Deliver Successful Construction Projects

Meetings seem to be getting a bad press of late, too many, too long, no reason or just nothing else to do but have one!  Whether online or face to face, they are an essential part of our working day and if managed effectively with energy and purpose, will deliver a successful project.

As experienced project managers we have, over the last year, clocked up hundreds of hours chairing, facilitating and just ‘being in’ a myriad of construction and development project meetings.  If you are going to have one, or be part of one, make sure it and you are effective – every time.

One of the top listed skills for project managers is interpersonal and one of the most common success factors is good communication.  Research ‘why projects go wrong’ and invariably poor communication will be at the top.  When teams meet, to communicate and share knowledge and experience, it should be something we look forward to learn from and leave us reinvigorated for what needs to happen next.  As a chair or facilitator this is my foundation for an effective meeting.

1. Preparation

You need to know that you are not going to be caught out and good preparation allows you to feel ready, calm and focus on being constructive and insightful.

• Talk first to those who are likely to be making the largest contributions and agree what is expected of them.
• Understand peoples’ frustrations so you can prepare for collaborative discussion that solves problems and avoids confrontation. Check in with them for any support they may need to deliver their actions and help prepare a response if an action cannot be delivered on time.
• Establish the meeting agenda and outcomes with those attending, as well as agreeing how they can contribute best.
• Carefully consider the timing of any contentious discussions. You do not want to ruin a meeting at the wrong moment.  Prepare solutions in advance, with others, so the meeting remains effective, and you remain in control.
• Don’t use these one to ones as an opportunity to chase progress – it is you that is preparing.

2. Purpose

Write 3 bullet points at the top of your meeting agenda, outlining the purpose.  Although obvious they are a powerful ‘stay on track’ reminder as to why the meeting is being held, why it is important and what everyone should be working towards.

• Read the purpose out at the start of the meeting and look for agreement. This will keep the meeting focused, guide the discussions and responses.
• Send out the agenda the day before a meeting, allowing everyone to have ‘one sleep’ to think on what they want to say and not enough time to forget they have the meeting.
• We know the rules on meeting lengths, so if it must be a couple of hours build in a short break to recharge and if online remember, allow time for the tea to brew!
• Use a break to reflect – is the meeting going well, how do you feel, or does anything need to change? Avoid checking your phone and emails.
• Don’t have too many agenda items and don’t include timings – you will probably be behind by the end of the introductions, especially when it is online.

3. Listen, Watch, Think & Engage

Your role is to encourage an open dialogue, so listen to respond not react.  We have a responsibility as leaders to teach, encourage and guide each other.

“I found both of your boards to be very constructive, insightful and willing to share and to be honest which was great to see/hear.  Thank you for being a great chairperson”.

• Diversity strengthens any meeting and project outcomes. Question the diversity and inclusivity of your projects team and identify ways to improve it.
• Explain that everyone should be succinct but allow people some leeway to make their point.
• If you must move on because of time, look to revisit at the end of the meeting if you feel it could result in a different outcome.
• Encourage everyone to contribute, even if you suggest some points for them to raise.
• Be supportive and look out for those who are nervous, concerned, keen to make a point, not contributing, or perhaps just having a bad day. Online, the private messaging function can be a useful tool in helping a colleague who might just need a virtual nudge or even hug!
• Cameras should always be switched on unless it is a Wi-Fi thing. Someone is paying you to be in the meeting so from that perspective alone you should be engaged and engaging.
• Construction and management consultants love acronyms and technical language so encourage simple and plain English. Check there is no confusion as to what people said.
• Don’t surprise anyone – they will never trust you again and worse still seek retribution – hang on that might just refer to my cat!

4. Actions

Opinion is divided on recording meetings and occasionally it may be necessary to record who said what and who responded.  Agreements tend to be made outside of meetings, whereas what counts most is actions.

• In receiving a record of a meeting, we need it to be clear, concise and set out our actions.
• Where necessary, distill the essence of what was said in no more than a few sentences. List what was agreed and then clearly show actions with owners and deadlines.
• Keep the record short, maybe 2-3 pages maximum, and get them out within a day of the meeting – the world will move quicker than you and you will be adding post meeting notes.
• Re-issue the actions halfway between meetings – they act as a useful nudge.
• Don’t use the minutes to pursue mistakes, use them to identify actions that pursue purpose.

5. Being the Person You Want to Work With

This is one of Gradient’s values and it is vital we show we live and work by it.  Be authentic and humble when you contribute in a meeting and if there are times when you simply cannot face the world, consider a timely reschedule, look after yourself and go again another day.

• Saying thank you is an easy yet rare factor in achieving a successful meeting. You can change someone’s day and they will want to contribute more and look forward to the next meeting.
• On the rare occasion where people become frustrated or even divisive in a meeting, ask them what they would do or what they would like to see as an outcome. It is important that you do not as a chair react and make a stand.
• If you feel the conversation is disruptive to the flow of a meeting, then suggest and record that it is taken offline and discussed in a separate meeting with fewer people.
• Try and smile when you speak and change your tone every now and then – no monologues and your aim is to keep people awake not send them to sleep – unless that is the purpose!
• Being and acting in a way you would want to be treated is a very powerful way to work.
• Don’t ever end on a negative so don’t be anything but your best self.

If we can assist you with your projects or processes, then please get in touch today by contacting richard@gradientconsultants.com