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Checklist: Good Meeting Facilitation

This document provides a checklist for good meeting facilitation. It emphasizes the importance of active listening, managing conflict constructively, ensuring all participants are actively involved, managing time effectively, pushing for consensus when appropriate, and remaining impartial. The facilitator should clarify ideas, deal with disagreements respectfully, draw out quiet voices, and recognize when issues require more discussion. The overall goal is to lead the meeting to peak performance and excellent decision making.

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Hoai Thuong Le
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64 views2 pages

Checklist: Good Meeting Facilitation

This document provides a checklist for good meeting facilitation. It emphasizes the importance of active listening, managing conflict constructively, ensuring all participants are actively involved, managing time effectively, pushing for consensus when appropriate, and remaining impartial. The facilitator should clarify ideas, deal with disagreements respectfully, draw out quiet voices, and recognize when issues require more discussion. The overall goal is to lead the meeting to peak performance and excellent decision making.

Uploaded by

Hoai Thuong Le
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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GOOD

MEETING FACILITATION:
CHECKLIST


Active Listening

ü Model active listening as others speak (e.g., really understand what others are saying).
Ask excellent questions so that ideas are truly understood.

ü Keep clarifying and summarizing where things are and people’s input so that everyone
understands the process and the discussion at hand.

ü Listen carefully for underlying concerns and help bring them out so that they can be
dealt with constructively.

ü Keep engaged with the note-taker so that issues, actions, and takeaways are recorded
and not lost. Confirm with the attendees that all is correct.

Conflict Management

ü Encourage conflict around ideas (e.g., any concerns with this idea), and then actively
embrace and manage the conflict so that benefits for performance and decision making
ensue (e.g., here is where folks are aligned, here is an issue that we should speak more
about). Immediately stomp out negative personal attacks and bring the group back to
the need for constructive discussion of ideas.

ü Maintain an environment where people are comfortable disagreeing (e.g., thank people
for sharing divergent points of view). Invite debate.

ü Deal with disrespectful behavior quickly through redirection, comments about staying
constructive, and reminding attendees of the meeting ground rules.

Ensuring Active Participation

ü Actively draw out input from others (e.g., asking those who have not yet contributed to
share their thoughts). Keep mental track of who wants to speak and come back to them.

ü To keep an attendee from dominating the conversation, use body language (e.g., a
subtle and small hand movement to indicate the need to stop speaking) and transition
statements (e.g., “thank you for that”).

ü Keep side conversations at bay by reigning folks’ comments in.

1


Time Management

ü Keep track of time and pace the meeting effectively given the big picture of the agenda.
Be willing to call a break, if needed, to regroup or if energy is waning.

ü Do not rush through an emergent issue that truly needs to be discussed. Be able to
recognize if an issue raised is best addressed at a subsequent meeting.

ü Keep conversation flowing (e.g., recognize a tangent and pull it back into what needs to
be discussed).

Pushing for Consensus

ü Test for agreement and consensus to get a sense of where attendees are at, but do not
unduly and unnecessarily pressure others to reach a conclusion when not ready (unless
there is a time urgency).

ü Be willing to take the pulse of the attendees to be sure the process is working and
leading to excellent decision-making.

ü Know when to intervene assertively in the meeting process and provide direction (e.g.,
the group lacks focus and is talking over one another) and when to let the process run as
it is.

ü Be an honest broker of the conversation at hand, not privileging your viewpoint or ideas
in the discussion. Work to remain impartial. Make it clear that your opinion is just one
opinion to be discussed.

Dr. Steven G. Rogelberg holds the title of chancellor’s professor at UNC Charlotte for
distinguished national, international, and interdisciplinary contributions. Dr. Rogelberg’s newest
book, “The Surprising Science of Meetings: How You Can Lead Your Team to Peak
Performance” (Oxford University Press), was just released and was recognized by the
Washington Post as the #1 leadership book to watch for in 2019 and Business Insider as one of
the “Top 14 business books everyone will be reading in 2019.”

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