10.9 Making information visible 323
➥Offers how-tos for making information visible, so meetings will quickly become
more effective.
10.10 Closure: Helping groups make decisions and plans efficiently 326
➥Helps leaders improve the efficiency of group meetings by ensuring that clear deci-
sions and plans are understood, and people are committed to taking appropriate
action.
10.11 Priority setting in a workgroup or team 329
➥Focuses the workgroup’s energy and commitment by setting priorities on the criti-
cal few high-impact items.
10.12 RASCI: A planning tool for workgroups and teams 332
➥Helps leaders organize and manage complex projects, involving a range of stake-
holders, by using a RASCI chart.SECTION11—TOOLS FORLEADINGMEETINGS
11.1 Process cycle: Planning effective meetings and events 336
➥Helps leaders plan and communicate events of any duration—meeting, seminar,
conference, employee session, or workshop.
11.2 Meetings: Purpose and function in workgroups and teams 339
➥Describes the range of purposes and functions that workgroup or team meetings
serve when they are managed and led well.
11.3 Meeting checklist: From planning to follow up 342
➥Provides a quick-reference checklist to guide a workgroup or team meeting.
11.4 Meeting roles 347
➥Provides a list of meeting roles for a workgroup or team, and describes the benefits
of role clarity.
11.5 The chairperson’s role: Duties and accountabilities 350
➥Outlines the accountabilities of the chairperson—the person who has the most
influence on meeting success.
11.6 The meeting agenda: Why, what, and how 353
➥Provides useful tips and an application framework for effective meeting agendas;
helps ensure that meaningful results are achieved.
11.7 The chairperson’s opening remarks 356
➥Outlines a brief introduction for the beginning of a meeting that sets the direction
and tone for an effective meeting.
11.8 The meeting minutes: Why, what, and how 359
➥Provides guidelines for writing meeting minutes that encourage action and follow-
through.SECTION12—TOOLS FORLEADINGRELATIONSHIPS
12.1 The relationship bank: Maintaining working relationships 363
➥Uses the metaphor of a relationship bank: With nothing on deposit, a withdrawal puts
the relationship into the red (i.e., a negative balance).
12.2 Building trust into working relationships 366
➥Provides essential how-tos for developing trust within organizations.xviii ANNOTATEDCONTENTS