The brain is a wonderful organ; it starts working the moment you get up in the morning and does not stop until you get into the office. -Robert Frost

You've probably heard or even said, "I've got to get away from the office so I can get some work done." Why? It's probably because of the climate of the office, the context of your work. A powerful contributor to the context of your work and a staple in the work pattern of almost every organization is social phenomena called "the meeting."

A primary function of a meeting that matters is to reinforce the "way" you will meet, agree, disagree, notate, and account for what happened and what is to happen. A meeting that matters is one that operates inside a pre-existing, intentional context for the meaningful accomplishment of work. Consciously partnering with God to create that context is the first step in creating meetings that matter. Consider the results of the meetings you're typically in. Do you dread them or thrive because of them? Here`s how you can thrive:

1. Deliver on Your Promise - A meeting, in its essence, is nothing more than a promise you're making to those attending. What are you promising? Are you promising to bore people, to engage them, to talk about work instead of doing it? Before you call your next meeting or attend one, ask the following question: What is the promise?
   
   "Let us hold unswervingly to the hope we profess, for he who promised is faithful. And let us consider how we may spur one another on toward love and good deeds. Let us not give up meeting together, as some are in the habit of doing, but let us encourage one another-and all the more as you see the Day approaching" (Heb. 10: 23-25).
   
   Even here in Hebrews we see that meetings hold a promise, they reinforce a vision and a hope. Who`s vision? What hope? Those are questions that need to be answered before a meeting is called. "Oh, but that`s not business meetings! Those are just 'religious` meetings." Consider that every human act is an act of faith and is therefore inherently religious. The only question is faith in what? To rob a bank is an act of faith in the power of money. To exercise self-control is an act of faith in God`s government. When you meet, what are you having faith in? What promise are you making? Can you keep that promise?



2. Design the Meeting - Make sure you are clear on exactly what you want the participants to "take away" from the meeting. Before you call the meeting, you must understand its purpose.
   
   "Many are the plans in a man`s heart, but it is the LORD`S purpose that prevails" (Proverbs 19:21).
   
   What if you actually took time to ask God what He wanted to accomplish and whether that required a meeting? If necessary, then check to see that every part of the meeting, from beginning to end, time frame, location, materials and attendees all clearly contribute to that purpose.
   
   Can you remember the last meeting you were in that was truly useful? Eighty percent of all meetings should never be held. Generally if your meeting lasts longer than 60 minutes, you either need two meetings or you don`t really know what you`re meeting about. Before you know it, you`ll be meeting about meeting.
   
   Here`s a gutsy tool I use with my clients in this area: Upon your next meeting, at the beginning ask the questions below. Have the attendees write down their answers without discussion and then pass them down to you.
   
   
   1. What is this meeting about?
   
   
   
   2. Why is this meeting happening now?
   
   
   
   3. Who is in charge of this meeting?
   
   
   
   4. Who is accountable for what is discussed in this meeting?
   
   
   
   5. Who is accountable for archiving the minutes/outcomes of this meeting?
   
   
   If your meeting is designed well, everyone will have virtually the same answers. Want to get some "black belt" questions? Ask these two in the same way:
   
   
   1. How does this meeting equip me to do my best work?
   
   
   
   2. How does this meeting connect to the overall vision of my team, department, and the overall organization?
   
   
   A meeting that matters is over before you know it and leaves you energized, focused and roaring to get to it... by design.



3. Facilitate & Focus - Keep everyone in the room involved. Ask questions often and commit to respecting the answers you get. Don't let any one person, including you, dominate the time. Remember that people coming together to meet can be an essential morale building time or just the opposite. Don't underestimate its power.
   
   Invite people who are actually going to do the work, or who are responsible for seeing that the work is done. Allow no spectators. Spectators usually only speak to hear themselves do so. Don't invite based on political games. Focus management is much easier to achieve when the room has the right people in it.



4. Open, Compel, Conclude - Develop this procedure: Literally ask, "Are we ready to meet?" This means the following questions are answered: Is everyone here? Do you all know why you`re here? Is there some item that must be mentioned before we start? Are we all willing to get work done in this meeting? Are you willing to engage this meeting as a critical part of your work? If yes, everyone should say "yes" out loud. Then you (if you`re leading) spill the beans in 60 seconds. Engage the room. Move around. Open the floor and keep it clear. Explore ideas. Assign a scribe. Get out of the way. Account for what's next and who's accountable for delivering it.
   
   When the meeting is over, ask if what needed to be said was. If not, note what wasn`t covered and immediately assign a new time in which those issues will be discussed or investigated. Leave nothing "hanging." It may seem obvious or clich but the simplicity of asking the obvious can have a tremendous effect on the quality of your meetings. Once people see that they will be heard and that their input is valued, they will begin to "show up."
   
   What if you could create a climate, a context for meetings that resulted in the quick, timely relay of important information to precise groups of people and/or a time of synergistic collaboration that drew out the best each person could contribute to the issues at hand? You can! Start with these four focus areas and you'll be on your way to building godly systems that serve working relationships.