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Meeting Skills - Chairing and Participation

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25. Meeting Skills - Chairing and Participation (2 days)


People who chair or participate in formal or informal meetings either on a regular or ad hoc basis. Particularly suitable for senior executives and team leaders who wish to make their meetings fewer, shorter, more productive.


As a result of participating in the course, delegates will:-

  • Be able to make meetings fewer, shorter and more productive.
  • Understand and apply the interpersonal and influencing skills of chairmanship.
  • Be able to develop and harness individual contributions through the understanding of group dynamics, behaviour and optimal team roles.
  • Have clear guidelines for the purpose, preparation, structuring and outcome of meeting activities.


The subject by its very nature requires a high degree of participative and hands on activity by the delegates. This is catered for by use of case studies, film and CCTV video, practical exercises and structured discussion in small groups. An organisational review of communication practice would be advised to ensure the programme is 100% relevant for an in-company programme.


  • Definition of a meeting.
  • Meeting structures and frameworks and their purposes within your organisation.
  • Common problems associated with the structure and content of meetings.
  • The importance of meetings as a method for promoting organisational communication.
  • How to reduce the number of unproductive and disruptive meetings in your organisation.
  • Criteria for meeting attendees.
  • Attributes and skills of chairmanship.
  • Planning and preparing for a meeting - all participants.
  • Meeting structure and drills.
  • How to state your case and influence others.
  • Paperwork involved in meetings.
  • Effective minute writing and use.
  • Behaviour categories that can occur within meetings small groups.
  • Types of decision making that can occur within meetings.
  • How to deal with difficult people and maintain control without closing contributions down or creating an unhelpful atmosphere.
  • Recognising and dealing productively with individual hidden agendas and politics within the team.
  • Reading and using body language of meeting participants to test and gauge reactions.
  • Belbin's team role analysis and individual roles significance in creating a balanced team.
  • Summary and action session.


The sum of the whole is greater than the sum of its individual parts. Meetings, whether informal or formal, are a vehicle for creating a common understanding and progressing of an organisation, department or project team's objectives. They establish the team climate and culture which may or may not lead to involvement and commitment to a common goal. This course will help reduce their number streamline meetings, and clarify their framework, purpose and participant relevance.

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