OBAT WORK182 Part 2Striving for Performance
Team meetings have a reputation for inefficiency. For
instance, noted Canadian-born economist John Kenneth
Galbraith has said, “Meetings are indispensable when you
don’t want to do anything.”
When you are responsible for conducting a meeting, what
can you do to make it more efficient and effective? Follow
these 12 steps:^881 .Prepare a meeting agenda.An agenda defines what
you hope to accomplish at the meeting. It should
state the meeting’s purpose; who will be in atten-
dance; what, if any, preparation is required of each
participant; a detailed list of items to be covered; the
specific time and location of the meeting; and a spe-
cific finishing time.- Distribute the agenda in advance.Participants
should have the agenda far enough in advance that
they can adequately prepare for the meeting. - Consult with participants before the meeting.An
unprepared participant cannot contribute to his or
her full potential. It is your responsibility to ensure
that members are prepared, so check with them
ahead of time.
4. Get participants to go over the agenda.The first
thing to do at the meeting is to have participants
review the agenda, make any changes, and then
approve the final agenda.
5. Establish specific time limits.Meetings should begin
on time and have a specific time for completion. It is
your responsibility to specify these times and to hold
to them.
6. Maintain focused discussion.It is your responsibility
to give direction to the discussion; to keep it focused
on the issues; and to minimize interruptions, disrup-
tions, and irrelevant comments.
7. Encourage and support participation of all members.
To maximize the effectiveness of problem-oriented
meetings, each participant must be encouraged to
contribute. Quiet or reserved personalities need to be
drawn out so their ideas can be heard.
8. Maintain a balanced style.The effective group leader
pushes when necessary and is passive when need be.
9. Encourage the clash of ideas.You need to encour-
age different points of view, critical thinking, and
constructive disagreement.
Conducting a Team Meeting
From Concepts
to SkillsOver the years, the friends have had their share of dis-
agreements, triumphs, and failures. Together, they have
recruited talented outsiders to join their executive commit-
tee, researched and successfully launched innovative toy
products from Asia, and nurtured the company to where it
is today. Although a private company, Spin Master reported
$103 million in sales in 2000.
Today, the executive team at Spin Master has grown to 12
members. Rabie is the president, Harary is the CEO, and
Varadi is the executive vice-president. In 2002, the firm intro-
duced a variety of new products, including the Air Hogs
Helicopter, Air Hogs Radio Control, and Air Hogs Quick
Charge. In addition, the company re-branded itself by chang-
ing the corporate logo and name. In 2004, Rabie, Harary,
and Varadi celebrated Spin Master’s 10-year anniversary,
the achievements of their fledgling business, and what it
truly means to work together as a team.Questions
1. Describe the partnership norms at Spin Master Toys.- Describe the roles displayed by the firm’s executive
team members: Anton Rabie, Ronnen Harary, and
Ben Varadi. - Using the five-stage model of group development,
analyze the changes on the executive team. Be sure
to address how the team’s decision-making process
was affected by the introduction of Michelle (Harary’s
sister) and Austin (Michelle’s husband) to the team.
Sources:Based on “Earthbuddies,” CBC Venture, July 21, 2002,
VA2035H & I; Spin Master Toys, “Company History,”
http://www.spinmaster.com; and S. Steinberg and J. Chidley, “Fun for
the Money,” Canadian Business, December 11, 1998, pp. 44–52.