Collaboration is the key to a vibrant, smoothly running organization. But that can't occur without open communication. So it looks like those dreaded staff meetings are here to stay. Here are some ways to make them more productive. Not Another Meeting! or How to Make Meetings More Meaningful Does anyone really enjoy attending meetings? Probably not. Many workers-both managers and employees-feel that meetings are a waste of time, that meetings don't help them meet their goals. Often meetings often don't start on time, don't have a clear direction, and, worst of all, don't result in any meaningful conclusion. It doesn't have to be that way-in fact, it shouldn't be that way. I offer you PRO's Rules of Engagement for Meaningful Meetings: Rules of Engagement for Meaningful Meetings The meeting must start precisely on time (whether everyone is there or not). The meeting must have a clearly stated objective. The meeting must have a written agenda, identifying topics to be covered. The meeting must have a formal schedule-and participants must adhere to it. Each portion of the agenda should be allotted a specific amount of time. Responsibility for each portion of the agenda should be assigned to one or more attendees in advance. The meeting should end with a formal, stated conclusion. Some meetings are purely informational, but most are action oriented. Such meetings should conclude with the identification of the next steps, the assignment of specific responsibilities, and a timeline for achieving them. In addition to the previous rules, some PRO members have devised some intriguing strategies for getting the most from their company's internal meetings. Consider these: The Monday Morning Meeting: Stand Up and Be Timed! William holds a managers' meeting every Monday at 7:30 a.m. Managers are expected to share their goals and activities for the week. To create a sense of urgency, attendees stand in a circle formation. An egg timer is passed from manager to manager, and each must complete his or her report before the timer runs out. This forces all speakers to arrive prepared. It also creates a sense of camaraderie. Even William, the president, reports in this manner. The 8:37 a.m. Meeting. Do you have problems starting meetings on time because employees don't show up promptly? Linda combats this widespread problem by scheduling all meetings at precise, unusual times-like 8:37 a.m. or 2:06 p.m. The meeting begins as scheduled, regardless of who is there, and information is not repeated. If an employee arrives late, it's his or her responsibility to find out what he missed. Why should others waste valuable time because someone else is tardy? Using Peer Pressure: Who's Got the Clock? Peer pressure is a terrific motivator. Joe purchased a large clock that is in attendance at every company meeting. When someone arrives late, the clock becomes that employee's albatross. She must carry it to future meetings and keep it on her desk at all times until the next person is late for a meeting. Then the clock is passed along. Musical Chairpersons. Do you lead all your meetings? If so, you may find that you do all the talking while your people passively listen. For this reason, a number of PRO members put various employees in charge of meetings, even rotating the designated chairperson. This encourages others to speak up and get involved. It also helps fresh ideas surface. (But be careful not to run the meeting from the sidelines. As the boss, you are by nature intimidating. If you react negatively to your employees' ideas, they may be afraid to share them.) Meetings should be productive, not counterproductive. Take steps to make your meetings more "meetingful."