[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-243697-105":53,"doc-detail-243697-en":126},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":119,"head_meta":121,"extra_data":123,"updated_unix":125},105,"en","kingmakers-guide-to-effective-management-meetings","Kingmakers - Guide to Effective Management Meetings","","Guide to Effective Management Meetings provides an efficient, structured approach to planning, running, and closing management meetings so critical information is communicated succinctly and decisions can be made. It outlines an annual schedule covering strategic, board, monthly management, and weekly team meetings, with practical guidance on opportunity cost and meeting focus. 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Doodling away, thinking about far more important matters, listening to people talk about the same old things, agreeing nothing and arranging to do it all again next time. If you want to be more effective and recover some of your precious time, to invest it in something more worthwhile, then read on.  \nThis guide covers an efficient approach to meetings and includes examples of a number of useful templates, which can be downloaded [here](here www.kingmakersgroup.co.uk/resources)[ ](here www.kingmakersgroup.co.uk/resources)[www.kingmakersgroup.co.uk/resources](here www.kingmakersgroup.co.uk/resources)  \nFirst things first – the schedule  \nMost meetings are a waste of time and highlight deficiencies in a firms strategic planning effort and/or demonstrate ineffective internal communications. Provided you undertake some form of strategic business planning annually, your schedule should like something like this: -  \n• Annual strategic planning – owners, executives and key people meeting to focus on desired direction, review of performance and strategy to cross the divide. Ideally a full day (360 management minutes per person-mmpp) .  \n• Three quarterly board meetings – owners, executives and key people meeting to review performance (if the same individuals are responsible for executing the plan, ignore this and see below) . No more than 90 minutes per meeting (270mmpp) .  \n• Monthly management meeting – those responsible for delivering the firms plans to meet to review performance, problem solve, and course correct. Target 45 minutes (540mmpp) .  \n• Weekly team meeting – the entire firm, or functional or project teams (depending on size), meeting to review the previous weeks performance and sharpen the focus for the next one. Ideally 20 minutes (1,000mmpp) .  \nThe above schedule should run to around 2, 170mmpp, or 36 hours per annum, excluding the team cost and assuming one live project per quarter. You should schedule these meetings for an entire year and make attendance compulsory. It is important to prioritise the importance of communication, but you should set your own rules around attendance in person, dialling in or screen sharing, based on personal preferences and experience of what works for you.  \nCounting the cost  \nSo, what does all this cost? There are lots of ways to calculate utility, but if you have a dual role as a manager and revenue generator, you should be calculating opportunity cost, to get a fair reflection of the true cost of your time. If you assume you have around 1 ,000 useful hours each year (5 per day x 200 days) and let’s say you are responsible for £400,000 of revenue, your opportunity cost is £400 per hour. Now let’s say there are 3 of you and you spend 6 hours each month discussing your plans (frequently happens where there is no framework for business planning), you are spending £86,400 (216 hours x £400) .  \nThe proposed schedule above with the same 3 participants will cost the firm £43,200 (36 x £400 x 3), half the cost of the above example. While saving money is great, the next step is to make the time we do spend in these meetings, effective.  \nPurpose  \nThe overall purpose of a meeting should be to communicate critical information as succinctly as possible, such that decisions can be made. Breaking them down into three distinct phases is a good idea: -  \n1. Preparation  \n2. Meeting  \n3. Follow-up  \nThe following sections break down an efficient approach designed to communicate information, facilitate conversation, help get the right decisions made and encourage accountability. This example relates to a monthly management meeting, but the same principles of preparation, the meeting itself and the follow-up, apply to every type of meeting. Being intentional is what counts and having a plan is the first critical step to being intentional.  \nPr","cbCaibemJGMCzHze","https://ap.wps.com/l/cbCaibemJGMCzHze","pdf",478498,9,"English","# Guide to Effective Management Meetings\n## The schedule\n## Counting the cost\n## Purpose\n## Preparation\n## Meeting\n## Follow-up","[{\"question\":\"What is the recommended overall purpose of a management meeting?\",\"answer\":\"The meeting should communicate critical information as succinctly as possible so decisions can be made. Breaking the process into preparation, meeting, and follow-up helps keep communication intentional and outcome-driven.\"},{\"question\":\"How should meetings be scheduled across the year?\",\"answer\":\"The guide recommends an annual plan including annual strategic planning, three quarterly board meetings, a monthly management meeting, and a weekly team meeting. Each meeting type has suggested time targets and focuses on reviewing performance, problem solving, and course correction.\"},{\"question\":\"What actions should be taken during meeting preparation?\",\"answer\":\"Two weeks before, email attendees a basic agenda and invite additions, verify tasks from previous minutes, and check the final agenda for items outside the firm’s plans. Seven days before, distribute the final agenda with a standard MI pack and request advance reading and pre-submitted questions.\"}]","Kingmakers - Guide to Effective Management Meetings | PDF",1789207230]