When you practice “Quality Management” you most certainly use its SMART principles for your own processes.
The most time consuming items of the day are meetings. Meetings are necessary parts of processes just so long as they (co-)determine certain outcomes and decisions. They serve the purpose of informing or decision making, maybe even manipulating, and in that quality can be judged effective or faulty. There are many different meetings but they will all have to serve a purpose.
There is the standard weekly briefing or some other recurring event some desperately wish to avoid. For others it means leaning back and let management do the talking. These meetings inform us of the monthly figures and opportunities and really serve no other purpose then informing, or do they? For many companies it is vital or motivational just to meet and have a sense of unity. That then is the measurable outcome. It can be asked in a survey of employee satisfaction. So in the process of lining up the soldiers that would be the desirable outcome, a sense of unity and a sense of being informed. For those familiar with Investors In People, indicators on Employee Development and Effort also stressed constructive feedback as proof of management effectiveness. Today in ISO it is an essential part of Internal Communication (5.5.3). You will have to show the auditer how f.i. you accomplish informed workmanship. And yes, Job evaluation conversations are meetings too, they are planned, have a specific outcome etc..
It may well be that as a company you have questions as to the effectiveness of the meetings generally held in your organisation. You may wish to develop some insight in who contributes to what and why. I’d say: LETS MEET!.
Where to begin
Just to start ask yourself the following questions when you have your first meeting tomorrow:
1] Why do we need to meet? Is there a sense of timing? Does it have to be today?
2] What is the purpose of the meeting? Does something has to be arranged, set up or altered? Is there a specific outcome I want. or someone else wants? Is there another way?
3] How and in what composition do we meet? Who needs to be there?
4] If anyone needs to be there, what would be the contribution I’d expect? What should be their preparation like? Did I make this clear in advance, or should I have?
So, the meeting itself, as planned must be SMART. As a part of a process its outcome is part of the SMART parameters of the process.