| 1) Make it part of the agenda.Put the arrival time | | | | time to travel to their next meeting.5) Sell |
| on the agenda. For example, for a meeting | | | | promptness.Send a memo or E-mail stressing the |
| scheduled to start at 9:00 AM, you could put "8:50 | | | | importance of arriving on time. Call key attendees |
| AM - - - Arrive at the Meeting" at the top of the | | | | to remind them about the starting time for the |
| agenda.An arrival time is useful because it allows | | | | meeting. Give people a reason to be on time, |
| everyone time to socialize, obtain coffee, or | | | | such as ask a top executive to make an opening |
| organize materials before the meeting. It also | | | | remark.Bonus idea: let the executive leave after |
| ensures everyone is present at the scheduled | | | | making the opening remark. These people are |
| starting time.2) Offer a treat.Provide coffee, juice, | | | | very busy.6) Expect promptness.If it is your |
| or a vegetable platter before the meeting. This | | | | company (or department, etc.), you can tell |
| can be especially welcome for all-day meetings | | | | people that they are expected to be on time. |
| attended by people from other locations. It | | | | Then enforce this by making it a performance |
| provides a time for socializing between visitors | | | | dimension. Similarly, arrive on time to demonstrate |
| and it may also provide a meal for those who | | | | your commitment. And when necessary, hold a |
| came from out of town.But here's the catch: | | | | private coaching session with those who need |
| offer the treat only during the arrival time. Then | | | | help understanding your expectations.7) Be |
| put it away once the meeting starts.And another | | | | realistic.Realize that some people are beyond |
| point: serve snacks that make people more | | | | coaching because of their attitude or relationship |
| productive (such as fruit) instead of stuff that fills | | | | with you. Also, recognize that it is impossible to |
| them up and deadens their brains (such as | | | | guarantee that everyone will always arrive on |
| donuts).3) Set an example.Arrive at your | | | | time at every meeting. There will always be |
| meetings before they are scheduled to start. You | | | | emergencies, surprises, and those few who |
| can use the time to make sure that the room is | | | | refuse to cooperate.Bonus point: Ask that people |
| set up properly. And you can greet the attendees | | | | tell you if they expect to be late. If necessary, |
| as they arrive. This helps you appear in control of | | | | reschedule the meeting to accommodate them.- - |
| the meeting process from the beginning.And of | | | | -Steve Kaye helps leaders hold effective |
| course, arrive at everyone else's meetings on | | | | meetings. He is an IAF Certified |
| time.4) Make it easy.Schedule your meetings to | | | | Professional Facilitator, author, and speaker. His |
| begin at odd times, such as 9:10 AM. This allows | | | | meeting facilitation and |
| everyone who was in a one-hour meeting that | | | | leadership workshops create success for |
| began at 8:00 AM to travel to your meeting. | | | | everyone. Call 714-528-1300 for |
| Similarly, end your meetings at least ten minutes | | | | details. Visit for a free report. |
| before the next hour so that the attendees have | | | | |