The book Running the Room by Tim Kiernan is a management resource handbook focused on helping organizations maximize their customer service efforts by understanding how to most effectively run internal meetings. In this book, Tim Kiernan offers simple rules and practical tools for creating more productive meetings. He shares his insight into what it takes to get a team to achieve common goals, and how to overcome common issues that can get in the way of success.
Chapter 1: The Room
In the first chapter, Kiernan introduces the idea of the “room,” which stands for both a physical meeting space that teams use to come together, and a virtual space used for team collaboration and coordination. He explains that having a well-designed room means having an organized space free from distractions that can help make the team’s work more efficient and effective. He suggests ways to design a room, such as having clearly defined roles and an agenda, and points out how the space needs to be tailored to the team’s needs.
For example, a medical office looking to increase its patient onboarding process can create a room where team members feel comfortable enough to discuss new processes and protocols. The team can decide which roles should be present for the conversation, such as the nurse and physicians, and identify an agenda of topics to cover. Having the room designed in this manner can help the team quickly come to an agreement on the best protocols to use and ensure that all team members’ opinions are heard.
Chapter 2: Prep
In this chapter, Kiernan explains the importance of preparation before a meeting takes place. He notes that the team should understand what they are trying to achieve, who is responsible for what, and what materials will be needed. He stresses that everyone involved should be aware of their duties and the topics that are up for discussion. In short, planning ahead helps to ensure that the meeting is efficient and productive.
For instance, a marketing team looking to develop a new promotional campaign could use the prep process outlined in the chapter to ensure that all team members know what they need to do and come to the meeting prepared to discuss the specific topics and goals. This could mean assigning a leader for the meeting, creating an agenda in advance, and setting aside designated time for each point on the agenda. These steps help to ensure that the team is focused and on the same page before and during the meeting.
Chapter 3: Training
Kiernan explains that having a team that is knowledgeable and up-to-date on the topics up for discussion is essential for meetings to be productive. He provides guidance on how team members can become more knowledgeable and explains how to build trust between team members. Training can be done through activities like role-playing, reading industry-related literature, and debriefing after meetings.
For example, a tech company aiming to develop a new product could use the training steps outlined in the book. Team members can participate in activities like role-playing scenarios relevant to the development process and brainstorming ideas for potential problems that could arise. They can also read literature related to the product and share their individual experiences as needed.
Chapter 4: Running the Room
Kiernan offers tips and techniques that leaders can use to effectively solve issues and make the most of team conversations. This includes using specific tools to keep conversations on track, communication best practices, and avoiding distractions. He also covers methods for addressing the specific needs of different team members and improving productivity.
For instance, a retail shop manager looking to maximize sales could use the techniques outlined in the chapter. The manager can establish clear ground rules, such as setting an agenda before the meeting and implementing a timed agenda, and provide team members with the tools to stay on track. She can also address team member issues in a timely manner and use specific techniques to enhance communication, like setting up virtual meetings for team members who can’t meet in person, or alternating the team’s seating arrangement regularly.
Chapter 5: Keep On Track
In the final chapter, Kiernan outlines ways to keep meetings productive and on track. He talks about how to maintain momentum, manage time effectively, and manage difficult conversations. He shares strategies to keep teams engaged, set up clear expectations, accept feedback, and involve team members.
For instance, the retail shop manager can keep her team on track with strategies from this chapter. She can ensure that the team is still engaged by having team members take turns chairing meetings, developing check-in questions, and bringing in outside speakers. She can also set up clear expectations and let team members know what is expected when it comes to providing feedback, and when and how to involve team members in the discussion. Additionally, she can guarantee that meetings are held on time and provide team members with a clear timeline for the topics that need to be addressed.
By implementing the steps and techniques outlined in Running the Room, teams can get more out of their meetings and achieve their goals more effectively. From prepping the room to keeping conversations on track, Kiernan’s book provides easily applied tools that will help teams become more productive.
