- Three people arrive late for the meeting, owing to a number of perfectly plausible reasons – sorry, my last meeting overran, or I was on a call to a customer, or the printer wasn’t working
- A number of other people had not had the time to prepare properly for the meeting; it seems some had not read the report from the last meeting, two could not remember receiving a briefing note, and a few others thought it would be better to keep quiet, but you are sure they had not looked at anything except the time of the meeting.
- In looking at progress on the actions from the last meeting, it seems that due to other pressures, there has not been the progress that had been asked for. One or two had been rushed through in time for the meeting, but not in time to circulate the results, and so you spend some time getting a personal report on them.
- Part way through the meeting, someone has to rush out for another meeting, someone else has to respond to a phone all, and one has to reply to an urgent email. You wonder whether it is better to pause the meeting or carry on without their full attention. At least they are there which is better than the one who didn’t turn up.
- a clear picture of what is required in terms of meeting behaviours for success,
- the means to monitor that the incidence of these behaviours is steadily improving,
- and the investment of time and resource to make the appropriate corrections where the improvement stalls or issues occur.
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