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Are you afraid that you will be told that the meeting was not useful or it was boring,
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that the facilitation was not up to scratch?
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One solution divide the task into pieces and delegate.
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Lean on the team to divide up the roles in the meeting
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so that you don't have to do the lion's share all the time.
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In this video we will review the different delegated roles the timekeeper,
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the decision maker,
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the chairperson,
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and the principles of collective delegation.
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The timekeeper is the person in charge of reminding the group
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of the time left for each sequence of the meeting.
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The timekeeper may have a timer,
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He or she announces to the group 2 minutes left before the end of a question.
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For longer reflection times they announce the time elapsed at halftime
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and then 5 minutes before the end.
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In a round table discussion,
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they will ensure that each participant has a similar speaking time.
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And will gently sand the triangle so that participants know when their time is up.
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The timekeeper invites the participants to respect the
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deadlines by reminding them of the timing.
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He or she is not a schoolteacher who takes the pen out
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of the hands of the participants when the time has run out.
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When the time allotted seems too short,
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the timekeeper and facilitator,
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sometimes in consultation with the group,
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may decide to allocate more time to the question
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or to postpone it either to a working group or the next meeting.
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The time overrun is therefore chosen and not suffered.
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The scribe or reporter.
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The scribe is the memory of the group.
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He or she takes notes as the meeting progresses
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on a flip chart,
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a mind map that can be projected on a screen or an online collaborative tool.
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They can take photos of the group's
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achievements and save co-created documents online.
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it will be necessary to decide what the note taking should be based on
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the information exchanged,
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the decisions taken,
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the validated action plan,
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the issues on the agenda for the next meetings.
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At the end of the meeting,
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they then summarise the agenda,
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a reminder of the objectives,
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what was seen and not seen,
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what was decided,
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and who does what.
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The more complex the projects and action plans are,
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the more necessary it will be for everyone to be
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OK with this summary before the minutes are sent out.
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And if it's written down and visible to everyone
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on a flip chart or projected on a screen,
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acceptance will be de facto.
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The report is sent by the note taker within 24 hours.
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It must be sincere
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and conform to what was exchanged during the meeting,
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the main information,
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and the action plan.
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The minutes will be sent to all participants
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and to those who need to be informed of the decisions taken
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and the action plan.
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Another delegated role,
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the decision pusher.
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He or she pushes the group to make decisions,
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avoiding the group getting lost in digressions or dragging on debates.
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Here are the sentences that they can use.
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can you tell us what decision you propose to make on this subject?
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we're changing the subject without having made a decision,
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I think it's the right time to make a decision,
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Kate proposes such and such an idea.
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Can the group decide if we accept her proposal?
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so we've made three decisions on the subject,
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the decision pusher can use the HWWHM WWW questioning.
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to push for clear decisions
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which will then easily be transformed into a plan of action.
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The chairperson.
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He or she guarantees that everyone is listened to according to
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the values and rules that have been shared and displayed.
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They ensure that exchanges are benevolent and constructive.
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They make sure that everyone has expressed themselves freely,
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and has been heard.
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They rephrase what was said
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to ensure that everyone has the same vision of the exchanges.
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They respectfully cut off the floor to talkative people while
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rephrasing their words to give voice to the more discreet.
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21% of the executives surveyed said that they often or even systematically
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do not dare speak in meetings.
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The chairperson will have the art of soliciting them.
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And the kindness required for them to dare speak without fear
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in order that all dare to speak,
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the chairperson reminds one of the rules,
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the rules of listening and nonjudgmental,
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If the participants systematically criticise or oppose,
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the chair will regulate the exchange.
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I hear Catherine,
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that the situation doesn't suit you.
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What proposals do you make?
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The logistician,
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he or she is in charge of the logistic organisation.
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Checking who will be present or absent,
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the room reservation,
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installation of the animation material,
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a board or a flip chart,
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the markers and posters,
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validation that the IT tools are working and connected,
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connecting everyone to the collaborative platform used.
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In a video conference,
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they will be in charge of managing the technical problems.
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They welcome the participants and make sure that everyone is comfortable.
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They value success and progress.
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They ask for breaks.
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They welcome late comers and make sure they know what has already been exchanged and
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where the group is in the agenda so they can be integrated more easily.
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Despite being an expert on the subject,
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they agree to let others speak before them.
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He or she is in charge of questioning and challenging the participants
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so that the answers and ideas come from the group.
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Then they will be able to complete by bringing their ideas.
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Make your own list of delegated roles within your team.
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Rotate the roles as much as possible at each meeting
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to allow all team members to develop their skills.
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Don't limit them to the role in which they are best.
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One last tip for the road.
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You can also delegate to the collective
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the responsibility for avoiding slip ups in meetings.
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Decide together on a code that is fun and accessible to all.
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a fun sound ling ling
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a yellow card to wave so that everyone will
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know when the framework has not been respected.
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I recommend this collective delegation
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to stop time slips and items that are off topic.
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As a reminder that the meeting is not a time to chat on your mobile phone,
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a team member can wave the yellow card,
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mobile phone in sight.
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Collective delegation
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to stop the complaints or justification,
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one shakes the cookie jar,
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and the one caught in the act of complaint or justification
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puts a few coins in the cookie jar.
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Author of the book Reinventing organisations
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Frederick Laloux gives us the example
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of an organisation that has introduced the use of symbols in meetings.
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These symbols can be found in all meeting rooms.
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At every meeting,
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the first question is,
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who takes the symbols today?
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There is always a volunteer
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as soon as they feel that one or more person starts to speak from their ego,
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to want to be right,
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to want to make the case to win and be in the competition and the ego,
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their role is to make the symbols sound,
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and the practise is for everyone to remain silent until the sound dies down.
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And during this time of silence,
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everyone can reflect on their position in the meeting.
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they use it less and less.
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It even seems that when the person pretends to want to take the symbols,
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the person says,
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Frederick Lalou adds with a smile that he has
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often attended management committees with executives with big egos.
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And that if that symbals had been there we would have heard only their sound.
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There would have been no meeting.
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If you have established clear rules of meeting conduct with your teams,
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take the opportunity to define them with these
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anti-skid signals which will be delegated in turn
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put some humour in it.
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