I just got off the phone with one of my coalition clients, as we committed to planning our next meeting together well in advance. There is nothing like well-organized face-to-face meetings for collaborating, bonding and pooling a group’s collective brain-trust and creativity. But as we all know, meetings can have a Dark Side. If done poorly, meetings can suck a group’s life force; I swear they can! And they can squander money. Consider a two-day meeting of 15 non-profit members, each receiving a salary equivalent of about $25/hour. It costs a whopping $6,000 for their time, and that’s before even considering food, travel costs, facilitation fees and venue rental.
Solid preparation is one of the keys to ensuring that that $6,000 of face-time is invested well. That means doing as much pre-thinking about the meeting overall, and specific topics within it, as possible. Anything that could just as easily be addressed via email, should be.
Obviously a well-designed agenda is the first step to making the most of valuable face-time. For larger group meetings, when there isn’t time or budget to contact each participant individually, I often use an on-line survey, like SurveyMonkey, to get a sense of agenda priorities across the whole group.
And I always have the client group do a quick “P.O.P.”, clarifying the Purpose, desired Outcome and best Process, both for the overall meeting, and for each agenda topic.
Another key tool I’ve been working with for several coalition clients is the classic Briefing Note. If you do government relations, the concept will be familiar: it’s a tightly-written 1-2 page document aimed at bringing extremely busy decision-makers up to speed on an issue quickly. A briefing note typically includes key background facts, analysis, options – with well-considered risks and benefits for each – and recommendations. A decent template for writing government-focus briefing notes – for example, the format a Ministerial Assistant might use when informing a Cabinet Minister about essential elements and possible responses to an issue – can be found here; just check one of the “background” buttons to download a sample.
Briefing notes are also useful for extremely busy non-profit or coalition members. When well-crafted briefing notes are circulated (and of course, read) in advance, they allow groups to skip past the preliminaries or simple updates – which can easily be done via email – so they can dive right to the heart of a meaty agenda topic fairly quickly.
The concept is pretty straightforward, but here are a couple of structures that I’ve seen work well for teams and coalitions:
1. Briefing notes for decision
Topic: include the topic, date, authors’ name
Purpose: “For Decision” (ie the group will need to consider the issues raised in the note, in addition to others that may arise, then make a decision about how to proceed)
Background: (include a summary of key facts, including main actors, major events/activities to date, analysis, public opinion data, highlights of media coverage and framing to date, etc)
Options: 2-5 possible courses of action, including a brief assessment of the pros and cons for each.
Recommendation: proposed course of action, and the rationale
2. Briefing notes for information/updates
Topic: include the topic, date, authors’ name
Purpose: “For Information”
Background: include a summary of key facts, new/emerging trends, new analysis, etc
Activities: clarify key activities to date as they relate to the overall strategy
Results: clarify the outcomes and results to date based on the activities
Outstanding questions: here’s where the group can get important ‘heads-up’ about unclear issues
Next steps: note upcoming decision points, key actions/events others may need to be aware of
Briefing notes can be used for other purposes as well. I’ve worked with groups that use them to prepare their colleagues for a brainstorm or idea-generating session: sometimes a smaller team just really needs a larger pool of creative thinkers to ensure they have a robust pool of ideas and strategies. Then those ideas can later be explored and tested outside of the meeting. These kinds of creative sessions can be really invigorating for a team, too – a stimulating shift from more business-like or process-focused topics.
I’ve also seen briefing notes used to shape the way a group provides face-to-face feedback on a key strategy or funding proposal. This can be helpful when real dialogue is needed, so that trade-offs can be explored in more depth. Circulating a proposal to a series of individuals via email or googledocs just won’t allow for that kind of synergistic, collective reflection and discussion.
Well-crafted briefing notes require a fair bit of work and discipline on the part of the presenter. They also require discipline on the part of participants – who need to commit to reading them in advance. But over and over I’ve seen individual and collective thinking sharpened considerably with this kind of pre-work, allowing groups to do what they do best – think creatively, dig deep, explore trade-offs and shared values, and find collective solutions to complex problems.
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As I continue this series of posts on organizational visions, I want to acknowledge right now that most organizations, particularly in the not-for-profit sector, don’t use a narrative-focused approach in building their visions. And I respectfully submit that many non-profits have lackluster vision statements. A few are certainly short and to the point, but fail to tap into the power of a vivid narrative description. Vision statements of even the largest, most well-resourced charities in the world are often based on what feels like an unattainable future, or are so broad and conceptual as to feel like meaningless platitudes. They aren’t bad, necessarily – they just aren’t compelling, or “sticky”.
Suzanne Hawkes 