Business moderation - 10 recommendations for moderating meetings

This time there is for the moderation of working groups and teams 10 recommendationswhich help to support the group process everywhere and at all times.

1. do not allow anyone to read (aloud) during the meeting!

Be courageous – and consistent! Reading aloud is a waste of time for the group discussion. The relevant documents should have been sent to the participants beforehand.

Follow this recommendation for Power Point presentations too: They are particularly boring if complete (ab)sentences are presented and read out.

TipHave the presentations sent to you in advance. If necessary, indicate in good time that the presentation can be sent to the participants in advance in order to get into the discussion or dialogue more quickly. ExceptionThis is not a meeting, but a presentation with an auditorium.

2. get permission to confront!

Resolutely provide the framework for the common focus! At the beginning, get everyone's permission to confront digressions.

What is a confrontation? It is not an admission of guilt, but rather the realisation that the original will and the current action fall apart and form a contradiction. By pointing out the contradiction as a facilitator, the group has the opportunity to steer itself and readjust.

As a moderator, you need this permission to be able to do your job. It cannot always be done with tact and benevolent authority alone! A joint agreement between all those present at the beginning (keywords: role clarification, contract work!) makes the work easier for you and the participants.

Tip: Digressions and the onset of unrest are often indications of the need to take breaks. The famous smoking break is recognised. Even more pressing, in my experience, is the need for Digital pauses! Every 25 minutes, place five  minutes of digital breaks to check text messages and e-mails and reply quickly.

3. meet standing up!

With Scrum, Kanban and other agile methods, the stand-up meeting is also finding its way into German organisations. This is a sensible development, especially if you are already working with Kanban.

If you are not yet using this procedure in your team: Try it out for 2-4 weeks and then decide together how you want to proceed with it – even sitting down ;-)

TipStand-up meetings should last no longer than 15 minutes, have a(!) specific purpose and a strictly limited number of participants. The following also applies here: everyone should be able to make a contribution and have their say (see 6th commandment for the moderation).

4. meet quietly in the centre!

Work and act in larger groups (from approx. 12-15 people), use inner and outer circles. This is the good old Fish bowl method. In strategic dialogues, this is our legendary bistroin which we have already been able to clarify and lighten many tricky situations.

Tip: Use a high table for the inner circle and the advantages of point no. 3!

Group of judges, 2014.

5. no one needs progress reports!

You can confidently leave out progress reports. Make a note of decisions and agreements (to dos) directly in the agenda.

6. treat the participants as customers!

Admittedly, if you are reading this article and the other two articles (commandments and prohibitions for moderation) from frustrating experiences, this recommendation may seem unrealistic and absurd to you. Nevertheless, sort out your negative experiences, put them aside and look out for your inner service provider. Indeed, moderation is not the place to say what you have always wanted to say. Give the meeting participants what they need to do their job better. Customer benefit before performance show.

TipThis is why it is problematic when the team leader also takes on the role of moderator. This is a confusion of meaningful roles in group discussions, which often leads to frustration and resignation in practice. Therefore, separate team leadership and moderation. Moderation can only be done by someone who does not necessarily have to contribute to the content.

7. neutrality and impartiality!

As a service to the customer, to the focussed, agenda-driven work of the participants, moderation should be understood as neutral in terms of content and impartial in terms of personnel. Facilitation should not take sides in decision-making issues and should always take care not to exclude anyone, but to act in favour of everyone at the same time. Moderation therefore also serves to support the quiet and reserved members of the team.

8. switch on silence!

The moderator makes the quiet ones heard on behalf of the group. Silence helps you, for your part, to point out the guidelines to frequent speakers.

In any case, experience shows that the silent ones always think along and rarely (want to) have their say. Sometimes they may be shy, sometimes overly polite, sometimes even insecure, but they are always just as important for the content of the meeting and sometimes the sole deciding factor. This is why – moderation must bring silence into play and give your ideas free rein.

Tip: Silence are the moderator's jokers, who can decide the game on their own in a deadlocked situation or shortly before the end. Change them in good time.

9 Address time constraints in good time!

Speaking of being on time. Address time constraints (of the group) in good time. There should never be any loose ends. If it is foreseeable for you as the moderator that the agenda cannot be adhered to or that an item on the agenda will exceed the planned time frame, raise the issue. On the one hand, because the participants are already thinking, calculating and anticipating – and know that there is not enough time. On the other hand, because the moderator cannot solve the problem alone. Extensions or postponements are decision-making issues for the meeting participants or the meeting leader. Therefore: address them in good time.

10 Prioritise the items on the agenda with the group!

If new points come up during the meeting or something else needs to be prioritised, don't fall prey to the temptation, er' excessive demands, to do this alone as the moderator. Use the group to make decisions and offer the appropriate procedure, e.g. this one:

• Priority A...must be discussed.
• Priority B: ...we should discuss, at least briefly.
• Priority C: ...if there is time, address, otherwise postpone to next meeting.