Leadership On-the-Go
Integrating Learning as you lead
GFHR Talent Management
Effective Meeting Management and
Facilitation Module VC2
Facilitator Guide
Description and Preparation
Leadership On-the-Go
Centralized, global content on leadership and team topics that focus on application and skillbuilding.
In alignment with Ericsson’s Agile principles, please feel free to modify your Effective Meeting
Management and Facilitation program to make it as relevant as possible to your audience. That
includes choosing the best options where they are offered as well as removing or replacing
slides, exercises, and tools as you see fit.
Module Title:
Delivery Options:
Target Audience:
Minimum: 12
Maximum: 20
Duration:
Description:
Participant
Invitations:
EMMF – Effective Meeting Facilitation
Virtual workshop One – VC2
Delivered by HR, leaders, and/or external facilitators
• Managers who want to develop further or refresh and
refocus on expected competencies.
• In-tact teams who want to develop and be motivated to
perform at their best.
• Cross-functional teams who want to build better
collaboration and trust.
Option to separate into two virtual workshops:
1. Effective Meeting Management and Facilitation 3.10 hrs
2. Effective Meeting Facilitation
90 min
Meetings are the biggest controllable cost in any organization.
The greatest myth about meetings is that they are inherently
bad. Good meetings are a reflection of good managers, and it is
possible to transform meetings into productive, focused, and
even energizing activitiies.
Effective Meeting Management and Facilitation provides
participants with a simple and easy-to-follow process for
improving the efficiency of meetings—tactical and strategic, inperson and virtual. This workshop takes participants through a
simple model: "Plan before, Lead during, and Follow up after."
Participants will learn how to identify the most appropriate
purpose, process, people, and performance critical to leading
effective meetings while applying agile principles. In this
workshop, participants will:
1. Learn how to Plan before, Lead during, and Follow up
after to manage and facilitate meetings effectively
2. Engage in fast-paced, skill-building exercises to practice
the Plan, Lead, Follow-up model
3. Participate in application opportunities to use the content
back on the job
4. Receive a set of tools to improve cost, productivity, and
time management
Module
Objectives:
VC 1 Participant
Pre-work:
Less than 30 min
Accessed via My
Learning
Particant Tools:
Handouts to use
during workshop
and on the job
Accessed via My
Learning
Facilitator
Resources:
Facilitator
Preparation:
Post-work:
To learn more
VC 2 – This workshop
Learn how to facilitate meetings effectively by using the Plan,
Lead, Follow-up model.
1. Lead During: Agile facilitation techniques to manage
behavior, keep meetings on track, and increase
collaboration.
2. Apply learning to real-life examples
3. Commit to taking action in your role
Review the Leadership Framework competencies that have the
greatest impact on effective meetings
1. Agile Tips Job Aid
2. VC2 Participant Workbook
Participants to print all handouts and workbook themselves and
bring to workshop (please print double-sided).
Facilitator guide follows:
* Indicates animation built into the PPT slides
Plain text indicates instructions to facilitator
Italics indicates facilitator scripts
Practice the instant play, at innovationgames.com
Please sign up and test the functionally before conducting this
game live.
Participants are directed to additional resources:
1. Apply what you learned
2. Review: http://www.storyboardthis.com
1
alignment
3hr. Virtual Workshop
Timings /
Prompts / Slides
Session Content
While you wait
Slide 1 – While you wait
30 minutes
Using Centra
Before we get into the virtual workshop, can you all:
Hear?
Use mic?
Use whiteboard?
Do you have your printed participant materials with you? We will
be asking you to take notes.
• Agile Tips Job Aid
• VC2 Participant Workbook
Welcome
Slide 2 - Welcome
Welcome participants to the Effective Meeting Management and
Facilitation Module, part of the Global Leadership On-the-Go
Program, which is about integrating learning as you lead.
Introduce yourself
2 min
You may have taken part n the VC1 that covered the meeting
effectiveness techniques of what to do before, during, and after
meetings. If you have not attended VC1, I encourage you to do so.
VC2 dives deeper into facilitation techniques using agile practices.
This workshop explores the importance of facilitating meetings in
a way that ensures maximum effectiveness. Remember good
meetings are a reflection of good managers, and it is possible to
transform meetings into a productive, focused, and even
energizing activity.
Transition: Before we get into more specifics on this topic, I want
to check in with you.
Activity #1:
Check-in
Slide 3 – Check In
Use the whiteboard features and ask participants to write one or
two words to:
Describe your biggest challenge facilitating a meeting, face-to-face
or virtually.
5 min
What other challenges are there?
What may distract you today during this virtual class? Please use
EMMF Document1
1
the chatbox to provide your answers.
How will you mitigate these distractions?
Thank you for your commitment!
Transition: Let’s delve into the objectives.
Objectives &
Introductions
Option 1: @1 min
(adjust according to
participant size)
Option 2: 5 min
Slide 4 - Objectives
You are here to learn how to facilitate meetings effectively using
the Plan, Lead, Follow-up model. You will have an opportunity for
skills practice and application in your real-life situations. Most
importantly we want you to commit to implement what you are
learning.
We will be using agile facilitation techniques to support the high
degree of collaboration demanded by agile methods--ways of
sharing information and making decisions together.
This workshop combines information from the latest meetings
research with ample opportunity for participants to practice new
behaviors as they learn. We have a full toolbox of techniques for
you to ensure sustainability of learning.
Activity #2: Introductions
Introduce yourself: Name, role, one strength you have when
facilitating a meeting.
Leadership
Framework
5 min
Slide 5 - Leadership Framework
All Leadership On-the-Go modules are anchored in the
Leadership Framework (as a model of best practice leadership)
and set the context for participants.
Ericsson’s Leadership Framework is a singular model, validated
by leaders globally, that communicates what is expected of people
leaders at Ericsson. We believe that better leaders get better
business results. Today we are putting our focus on the Enabling
People and Courageous Leadership parts of the framework. We
also believe Effective Meeting Management and Facilitation
relates to Competence Drive, Master Strategy, Driving Innovation,
Excelling Execution, and will help you with Embracing Change.
Why Enabling People? High performing teams run meetings well.
Meetings are essential for effective teams as an efficient way to
communicate and ensure alignment of efforts. Regularly and
effectively run team meetings allow team members to clarify
objectives, prioritize focus areas, solve problems together, and
perform the right tasks while capitalizing on the combined wisdom
and experience of the group.
Why Courageous Leadership? It addresses the need for leaders
to lead the way. Meetings are a great way to set clear direction,
appropriate standards of behaviour, and to manage ineffective
behaviors appropriately.
EMMF Document1
2
Transition: Virtual meetings have their own set of challenges…
Virtual Team
Meetings
Slide 6
A 2004 survey by Raindance Communications Inc., sheds
interesting light on virtual meetings. Especially because the data is
so eye-opening and yet it’s several years old. The number-one
challenge for virtual meetings is getting and keeping everyone
engaged and participating fully.
90% of people on conference calls said they multitask
3 min
70% reported doing other, unrelated work
50% reported doing email or texting
35% said they were eating
35% said they muted the meeting line to conduct side
conversations
25% are surfing the web
What is your experience?
In fact, they say, heavy multitasking can lower your IQ up to 15
points, three times more than the effect of smoking marijuana.
Transition: What are some best practices for conducting virtual
team meetings?
Death by
Meetings
5 min
Slide 7
According to Patrick Lencioni in his book Death by Meetings, the
key to improving meetings, has less to do with better preparation,
agendas or minutes, rather focused on 3 key expectations which
matches well with our Plan, Lead, Follow-up model.
Context and Purpose
If leaders don't create the right context for their meetings and
make it clear to team members why the meeting is taking place,
and what is expected of them, few meetings can be effective. To
create context, leaders must differentiate between different types
of meetings. These include the Daily Check-in, the Weekly
Tactical, the Monthly Strategic and the Quarterly Off-site Review
(QBR – quarterly business review). Meeting facilitators must
explicitly state what the outcomes are of meetings.
Lively Debate or as Patrick calls it “Drama.” The key to making
meetings more engaging and less boring lies in identifying and
nurturing the natural level of conflict that should exist. Leaders of
meetings need to do the same by putting the right issues—often
the most controversial ones—on the table at the beginning of their
meetings. By demanding that their people wrestle with those
issues until resolution has been achieved, they can create
genuine, compelling drama, and prevent their audiences from
checking out.
EMMF Document1
3
The Commitment
Transform meetings into meaningful, engaging and relevant
activities, so we can ensure effective performance.
In the book it suggests that adding up all of the time that these
meetings require, amounts to approximately twenty percent of a
leader's time.
We will be integrating these concepts into the workshop today, as
well, link them to the 4 Ps: Purpose, Process, People, and
Performance
Transition: Ok, let’s give you some tools to help you run meeting
more effectively.
Break 10 min
EMMF Document1
4
2
Model Overview – lead during
Timings /
Prompts / Slides
Session Content
Transition
Slide 8
90 minutes
Header slide to separate the next section.
What is expected from you to lead, during the meeting?
1 min
Lead During
2 min
Slide 9
When you lead a meeting, you are a leader and all leadership
principles apply: provide structure, encourage participation, and
hold participants accountable. The E/// LF outlines competencies
we are expected to demonstrate as good leaders. These apply to
meeting management and facilitation too, such as:
Be well prepared Provide others with a clear direction. Set
appropriate standards of behavior. Courageous Leadership
Present well Develop expertise through continual professional
development. Don’t read slides. Competence Drive
Manage self Adapt interpersonal style to suit different people or
situations. Take responsibility for actions. Uphold ethics and
values. Demonstrate integrity
Manage participation Demonstrate an interest in and
understanding of others. Recognize and reward the contribution of
others. Listen, consult others and communicate proactively.
Support and care for others. Agile methods demand a high degree
of a collaborative approach to problem solving rather than a plan
designed by a single expert.
Be decisive Make prompt, clear decisions, which may involve
tough choices or considered risks. Bring discussions to a close or
table them to keep the meeting moving.
Gain commitment Encourage participant dialogue and
contributions. Enable People
Innovate Produce new ideas, approaches or insights. Ask
frequently, “How can we do this better, cheaper, faster?” Accept
new ideas.
Manage conflict Adapt to changing circumstances and redirect
where necessary.
Transition: Ok, lets take a look at dealing with problem behaviors
during meetings
EMMF Document1
5
Prevention
Intervention
Slide 10
We have and will be sharing agile facilitation techniques with you
today. The agile facilitation principles are about:
Using Collaborative methods
Managing Communication Flows
2 min
Using and Interactive Toolbox
Facilitation through a Toolkit
An English idiom states that “An ounce of prevention is worth a
pound in cure.” Which tells us that if you put in a little effort into
preventing a problem, you will not have to put in as much effort
into solving the problem. The agile facilitation practices will
prevent a lot of the challenges we listed previously. All these tips
we will share will help you with the 4 Ps.
Transition: We will be looking at both: prevention and intervention
techniques that will help you facilitate better meetings.
Agile Tips
Slide 11
We have asked you to review the agile tips document and think
about how to use it.
Let’s briefly touch on just a few of the tips:
3 min
Check In is a way to get everyone to transition from all previous
activities into the meeting with full attention. As well to establish
their individual objectives. Think of our check-in exercise earlier in
this workshop.
Check Out is a similar exercise in which you can establish key
take-aways from the workshop.
Pulse Check is a way to clarify what the facilitator may be sensing
about attitudes during a meeting.
Reflection From the neuroscience work of David Brock in “How
the Brain Works,” it has become clear that we need to think
deeper rather than surface-level thinking to get to greater
observations and conclusions.
What tool did you find interesting, challenging, or something you
will commit implementing?
We will give you an opportunity to dig a little deeper into some of
these today.
Transition: The first tool helps manage the thinking in a meeting
and become aware of the different perspectives we all bring to the
table.
6 Thinking Hats
Slide 12
Edward the Bono developed the six thinking hats which presents
several benefits to you for effective meetings.
EMMF Document1
6
Why use the six hats?
3 min
We all think in a variety of different ways depending on the
situation, topic, people present, and so on. Knowing and
understanding the various ways in which people think will help
you:
•
Uncover hidden agendas
•
Ensure that you look at issues from a variety of
perspectives
•
Think clearly, objectively, and creatively
•
A great tool for conflict and problem solving
•
Works really well in different cultures around the world, and
•
Ensures high levels of collaboration to align with agile
methods
When you appreciate how people think, it places you in a better
position to manage the dynamics and lead effectively during a
meeting.
Transition: Want to solve a problem?
Challenge
Slide 13
Can you solve this challenge? Get audience responses.
Challenge
Slide 14
Why can some of us solve this? It is based on how we think, right?
Transition: So, what are the six thinking hats and what type of
thinking helps us solve the challenges we face in business?
1 min
6 Thinking Hats
Slide 15
What are the 6 Thinking Hats?
The hats are arranged according to colors.
8 min
The blue hat is about process. Use the blue hat to set the focus
and make summaries.
The white hat seeks facts. Use the white hat to look at the
available information, think in a more neutral or objective way.
Watch out for perceptions that may appear as facts.
The green hat finds possibilities. The green hat is for creative
thinking. Use it to find alternative solutions and create innovative
solutions.
The yellow hat focuses on the good. Use it to identify the benefits
EMMF Document1
7
of an idea and to see why something will work. Like a ray of
sunshine yellow-hat thinking sees the positives and potential of a
proposed solution.
The black hat is about caution. Use it to ask questions that appear
negative. Look at why something may not work and find the flaws
attached to a proposed solution. Black-hat thinking may seem
negative but it identifies the dangers or faults in an idea. Imagine if
the black hat thinkers did not exist. What will we lose out on?
The red hat addresses feelings. It summons intuition or gut
feelings. Use it to focus on emotion and to question the impact off
a change or initiative on the feelings of people in an organization.
Transition: What types of questions does each hat ask?
6 Thinking Hats
Slide 16
How will people behave when they wear the six hats?
The blue hat will say things like “Let’s summarize,” or “How about
we follow this process?”
8 min
The white hat will ask things like, “What facts do we need? What
else must we consider?”
The green hat will ask, “What are the alternatives?” or “What else
can we do about this?”
The yellow hat will say things like, “What will make this work?” or
“This is cool because we will benefit this way.”
The black hat will say, “Why will this fail?” or “This has negative
consequences because…”
The red hat will say things like, “How will this affct people?” or
“People won't be happy with this because…”
Ok, who are you?
What is your preferred thinking style? Perhaps you have a primary
and secondary style.
Take a few minutes to reflect on these characteristics and share
what you believe to be your primary style, and indicate your
answer in the chatbox. Give time and get feedback by asking a
few participants to share an example.
Transition: How can we use the six thinking hats to effectively
facilitate meetings?
Case Study
Slide 17
Facilitator note: After each animation allow participants to process
and write down their answers before clicking the animation to
advance.
8 min
Activity #3: Six Thinking Hats Sequence
A very effective way to use the six thinking hats is to guide all
meeting participants to focus on a problem with the same thinking
hat simultaneously. This will lead to achieving better solutions,
EMMF Document1
8
better and quicker decision making, while managing the
personalities and their thinking within the meeting.
First of all: there's no such thing a THE right sequence for using
the Six Thinking Hats. Sequences differ according to subject and
participating thinkers.
Here is an example of a structured sequence and questions to use
to help everyone think through a problem using the same hat.
Please grab the piece of paper or you can write in your workbook
on page (insert page).
We will start with the blue hat, directing the thinking process by
posing a question: What will help us become more innovative?”
Often the blue hat will also like to restate the thinking goal,
perhaps midpoint in a meeting.
Go ahead and draw the blue hat and the question posed.
Case Study
Slide 18
In this example we move to the red hat, answering the question:
“What is your gut reaction to how well we are doing on innovation
today? Draw the red hat with your answer as a number.
2 min
Remember red hat thinking is a gut-feel response. Can you share
your numerical answer in the chat box?
Also, by using the white hat list, what things are we doing or not
doing to help innovation. Keep in mind to remove judgment.
White-hat thinking is based on data and information.
Use the chat box again to share your answers
Case Study
Slide 19
Next list your yellow-hat thinking, “What is working? Because?”
and then black hat, “What is not working? Why?”
2 min
Share you answers and I will call on some of you to take the mic
and elaborate.
We will now use our green hat in two ways:
1. To flush out ideas you already have. Off the top of you head,
what ideas do you have?
2. We will use a technique called Random Entry to force ourselves
to look at things in a different way and stimulate new thinking.
(transition)
Random Entry
Slide 21
Think about this image of corn. Don’t share at first..
Think of at least 4 words that you associate with the word “corn.”
Give participants time to reflect, first, then share.
2 min
EMMF Document1
Write on slide their answers and add if needed words such as:
9
Ear, Stalk, Kernel, Silk.
Random Entry
Slide 22
Now, use each word, one at a time, to stimulate new ideas to
address innovation. Let me share an example.
Corn – Challenge team to get value out of the corniest ideas.
2 min
Get audience report outs.
Transition: Now to share our ideas.
Random Entry
Slide 23
Corn – Challenge team to get value out of the corniest ideas
Get audience report outs and animate to show examples.
Ear – Listen for ideas from customers, suppliers, competition
8 min
Stalk – “stalk-out” to celebrate innovative ideas
Kernel – Appoint “ideas Colonel” to track ideas
Silk – “silk” award to celebrate
Generate Ideas / Breakthrough thinking:
Random thinking makes unexpected connections work to
generate ideas. Things that make no sense keep us occupied, we
can’t walk away from them. This means we reach deeper and
cross boundaries we would usually stay well within, in order to
resolve the senselessness. According to John Medina in “Brain
Rules,” this can even carry through to our sleep, hence the term
“sleep on it.”
Using de Bono’s framework, is really an agile method of thinking.
Using “corn” is a rather ridiculous idea, right? So, why does it
work?
Provocation: Ridiculousness, fun, laughing – getting out of the
serious mode activates a different part of brain which frees up our
imagination.
Movement: Activities that stimulate mental leaps help us escape
our normal, tried-and-tested thought patterns.
Harvesting: Reaping the benefit of our slightly altered viewpoints
by creating space for the ridiculous, accepting and investigating all
ideas.
Treatment: Taking ridiculous ideas and reshaping them back to
practical applications.
Transition: Ok, back to our sequenced thinking.
Case Study
Slide 24
Facilitator Note: Keep participant ideas on a whiteboard so that
dot voting is easy to do.
EMMF Document1
10
We are now using the red hat again to help us sort through ideas.
Review the ideas you generated and choose the one idea you
think could best help us become more innovative.
8 min
Use a quick choice and gut reaction. Place a mark next to the idea
you choose.
Another way to sort ideas would be to use the white hat and sort
according to impact the idea will have and effort it will require.
The impact level, increasing from bottom to top, and effort level,
increasing from left to right. This will create a different impact-effort
combination in each quadrant.
High Impact, Low Effort: The best ideas go here!
High Impact, High Effort: Further study is likely required.
Low Impact, High Effort: Probably best to avoid these.
Low Impact, Low Effort: Further study is likely required.
Other selection criteria can obviously be used, such as “What we
are able to do now, what fits best with our team objectives, or what
do we have most passion for.”
Term (short-long)
Cost
Speed
Complexity
Transition: Now choose one idea.
Case Study
Slide 25
Facilitator Note: Write chosen ide on slide
By choosing one idea we now evaluate our chosen idea, using:
The yellow hat, “What are the benefits of that idea?”
8 min
The black hat, “What are the risks of that idea?”
The green hat, “How do we remove/lessen ‘black hat’
weaknesses?”
Please write your answers in the chat box
Finally we use the ‘blue hat’ to summarize and it is especially
helpful at the end of a thinking process.
Also helpful to gain team commitment: “Is this idea key to helping
our org/team become more innovative?”
What insights/questions do you have from this exercise? Get
audience participation.
When (under which circumstances) will you find it useful to use
systematic sequencing?
Remember we said you are not restricted to this or any sequence.
In fact you may decide to simple use a quick: ‘red and black hat’ it
EMMF Document1
11
one meeting. In another meeting you may decide to use more hats
and in a different sequence.
The systematic sequence approach is particularly useful when:
•
The thinkers have different opinions and dig in their heels
leading to a dispute.
•
The discussion is becoming incoherent and leading
nowhere.
•
There is little time available while a subject does deserve a
thorough investigation.
Transition: Ok, time to reflect…
Sequence a
Meeting
2 min
Slide 26
Activity #4: Sequence a Meeting
Remember we said deep reflection is an important part for
learning. As an individual exercise, use this method to plan the
sequence and questions you will use for the meeting you worked
on previously or for another upcoming meeting where you suspect
different perspective might cause a challenge. Consider this as
your thinking agenda. Keep in mind there is no correct sequence,
and every hat can be used multiple times if desirable.
Give participants time for self-reflection and then get a few to
report out on this process.
Transition: There are many different problem behaviors we need
to deal with during meetings…
Levels of
Intervention
5 min
Slide 27
When redirecting behavior, it is helpful to use proximity as a tool.
Think of someone in the meeting who is taking a sidebar
conversation or perhaps checking their phone.
Obviously you have a choice to do nothing or handle this
distraction by going up the escalating levels of intervention as
shown in the diagram. If this is a reoccurring concern, you may
even want to ask the participant to sit near or next to you in future
meetings. This can be framed as “I want you to help with (insert
reason).”
What are the consequences of using and not using these
interventions? Get a few participants to share.
What about virtual meetings?
Facilitator can mention some of the following:
Check in with participants about their level of engagement.
Prepare in advance ways to check in with participants about their
level of engagement, both as a group and individually.
Keep track of participants and their level of interaction.
Keep a list of participants at hand. Check off when you hear from
EMMF Document1
12
them. Speak to people individually early and often, setting the
expectation that you may call on someone at any time. Use
attributed online brainstorming and chat tools periodically, so that
you can see who is entering ideas and who is not.
Be prepared to interrupt a continual speaker.
Thank a person who has spoken up a lot and ask if someone else
would like to add something. Go around the virtual table and give
each person a chance to speak. Use a virtual talking stick and a
30-second speaking rule. Summarize comments to acknowledge
contributions and check for understanding. Ask another participant
to paraphrase or build off what they have heard. Web meeting
tools where people type comments rather than speak them can
give everyone time to compose ideas and read others’ comments.
Create a virtual parking lot for off-agenda issues.
Capture issues and comments that are important but may distract
the group from the meeting objectives. Use a shared whiteboard
and acknowledge the comment and move on. Come back to the
issues at the end of the meeting.
Thanks for your input.
Redirection
Slide 28
As discussed before, strong leadership during a meeting is critical.
Earlier we looked at
Be well prepared Provide others with a clear direction and set
appropriate standards of behavior, which is a Courageous
Leadership competency.
2 min
Being prepared means that, in this context, you know what
redirection language you can use. Kind of like having a script in
your back pocket ready to go.
Reflect quietly on what you will actually say in practicing the
“accept, validate, defend, defer, redirection” language. We have
provided you suggestions, but authentic leadership is about using
your own words and delivering the message that is true to your
style.
Provide participants time to reflect and get a few participants to
share.
Lead During
Summary
Slide 29
Lead During – Key Manager Actions
Purpose Gain attendee’s agreement on purpose and level of
involvement.
Process Manage the process with discipline and excellent
facilitation skills.
2 min
People Manage behaviors, praise often, and bring discussions
and decisions to a close.
Performance Get attendee commitments on actions.
EMMF Document1
13
To the right is a summary of leading during virtual meetings.
Lead with 80% interaction vs. lecture format, because research
shows that the number-one challenge we face is keeping
participants consistently engaged.
Take a few minutes to reflect on these actions and check if you
have included them into the meeting you have been working on in
this workshop.
Transition: For our final stretch we will now close out with a few
slides.
Transition
Slide 30
Header slide to separate the next section.
Tools
Slide 31
We have provided you several tools that you can adapt to use
relevant to your role and the types of meetings you manage and
facilitate
On-the-Go
Slide 32
All Leadership-on-the-Go content is supported with follow-up
materials accessible on the Leadership Academy site.
Check Out
Slide 33
Activity #5: Check Out
We will now check out using the Learning Matrix for a debrief of
the meeting in a positive way.
5 min
Go to innovationgames.com
Let’s collaborate to identify what should be repeated, changed, or
tried, and to thank team members.
–
Click on “sign up”
–
Then “join a game”
–
Insert 9-digit game ID
Thank you for all your active participation! I wish you well in
implementing these Agile meeting and facilitation skills.
Facilitator Note: Unless an electronic version of the Course
Evaluation Forms will be sent to each participant, please give
participants time to complete them now.
Save Excel version to share with GFHR Talent Management, HR
EMMF Document1
14
Business Partner, or leader of intact team.
Facilitators please complete a Workshop Evaluation Form and
send to Pete Mitchell at Ericsson pete.r.mitchell@ericsson.com
Slide 34
EMMF Document1
15
3
Appendix
Additional information
Agile Retrospectives by Esther Derby and Diana Larsen
“Everyone can draw” https://www.youtube.com/watch?v=iRL8ZxBhCa0
Meetings in America - Verizon Business
State of Meetings Today - Effective Meetings
Online Microsoft Survey
Death by Meetings Patrick Lencioni
Raindance Communications Inc., Fuze.com
Virtual meetings video: https://www.youtube.com/watch?v=DYu_bGbZiiQ
What makes meetings effective, Survey - GM Consultants, Pittsburgh, 1993
Six Thinking Hats Edward de Bono
Essential Facilitation: Core Skills for Guiding Groups, Interaction Associates
http://www.versionone.com/pdf/AgileCheckList.pdf
http://www.storyboardthis.com
www.innovationgames.com
EMMF Document1
16