As many of you know, I often learn more from clients than I give.  The model below is one such insight. It has become a mainstay of the advice I give today’s leaders about their role in keeping meetings smart, fast and effective. 

IF you want to run great meetings, use CISS not KISS

Ask people what a great meeting looks like they’ll give you some version of ‘we talk about relevant stuff and there is real forward movement’.  CISS refers to the role of the leader in facilitating such a meeting. It is designed to encourage high performance through engagement, innovation and aligned execution.

The role of the leader has 4 steps.  The acronym is CISS

C = Set the context

I = State the Issue

S = Shut up

S = Sum up

C = Context: Provide the information and focus needed to understand and discuss the issue.  This might include the history, important metrics, political or organizational realities and anything else that you think will help them explore the issue and discuss it honestly and constructively.  Try to lay out what you think is important for them to know and maybe what you have already learned, considered or decided, but be careful to not communicate your own position.   If you have already made up your mind, then this is not the right model for the discussion.  It has to be a real issue that you are truly willing to keep open for their input.   Your context setting should be no more than 5 minutes. (5 minutes is actually a very long time). If it is longer than that, you should send something in advance and expect them to read it. Others can be called on to help with the context but you need to focus and define the issue… and keep it short, to no more than 5 minutes.

I = Issue:  Clearly state what is at issue – that is, what the central question is and what you want from them.  This may include an initial question and a couple of sub issues but be careful not to make it too complex.  You should provide clarity about whether this is an initial discussion, a brainstorming exercise or the final stage of decision making etc.  It should be clear whether you are looking for the sense of the group, a consensus, a decision or just to get the issues, opportunities and concerns on the table.  You will need to turn whatever is to be discussed into a question.  For example, turn a debrief of a shared project or experience into a question like “what did we learn from this experience and what should we do about it?”

S = Shut up – Let them talk without expressing your point of view.  You may ask a few questions to help direct the conversation or encourage participation but be careful not to bias the responses. If you have important information to add it should be provided as part of the context.  If you didn’t think of it till now, be very clear that you apologize for not including it earlier but feel it is important for them to know.

S = Sum Up – Reflect back to the group the main points that were made, your thoughts or perspectives on them, next steps and accountabilities.   This summation can include all sorts of things:

• a decision by you
• a promise to think about what they’ve discussed and get back to them
• an outline of what needs to be done next and by whom
• clarification of roles, responsibilities and assignments
• a sense of the consensus reached by the group
• articulation of the diverse points of view that were expressed and the meaning you took away from what you heard
• your point of view after listening to all of this (it is fine, even encouraged to tell them what you think but be sure you outline what you heard first)

The important thing is to be sure people feel heard, know what comes next, and understand who is accountable for what.  Most people will accept a decision if they believe their point of view was fully considered. The open discussion and respect shown for all sides of the issue will help them understand and honor the perspectives of others and make it easier to accept and support a decision with which they may not agree.  Clarity about next steps, assignments and accountabilities will encourage alignment. 

It is also important to be sure the issue is relevant for the whole group, usually because they are impacted by it in some way.   If it’s not relevant for everybody, it should be delt with elsewhere.