| How productive are your business
| |
| | surprise attack. Keep issues above-board
|
| meetings? Would you describe the culture
| |
| | and inclusive. Fight fair.
|
| that governs your meetings to more
| |
| | 4. Come to the meetings on time.
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| resemble World War III or crazy chaos?
| |
| | 5. If you are going to be absent, inform
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| During a meeting, do you focus on the
| |
| | others beforehand and send a stand-in who
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| agenda at hand or do you concentrate more
| |
| | can make at least some decisions in your
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| on breaking a foam cup into bits? Would
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| | name.
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| you qualify eating all of the donuts in a
| |
| | 6. Focus on listening and seeking
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| meeting as a major accomplishment in your
| |
| | understanding before disagreeing.
|
| agenda? If these meeting scenarios sound
| |
| | 7. If you are the recorder, distribute
|
| familiar to you, you are not alone! Many
| |
| | complete and accurate minutes to everyone
|
| studies have shown that more time is
| |
| | within 48 hours after the meeting.
|
| wasted in meetings than in any other
| |
| | 8. If you agree to something, do what you
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| business activity. It is estimated that
| |
| | say you will do. Be accountable to each
|
| people spend 20-40% (upper management is
| |
| | other.
|
| much more) of their time in meetings and
| |
| | 9. Sarcasm, personal attacks,
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| that meetings are only 44-50% efficient
| |
| | interrupting, dominating the discussion,
|
| (source: Steve Kaye). By improving the
| |
| | or engaging in distracting behavior
|
| efficiency of your next meeting, you may
| |
| | during a meeting are all non-productive
|
| increase your bottom line.
| |
| | behaviors. We agree not to engage in
|
| The first step in improving the
| |
| | them.
|
| efficiency of your business meetings is
| |
| | 10. It is okay to disagree during a
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| to recognize that meetings are a
| |
| | meeting, but once the group has made a
|
| collaborative effort. The very
| |
| | decision, it needs to be supported by
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| definition of a meeting is a TEAM
| |
| | everyone outside of the meeting. Passive
|
| activity where SELECT people gather to
| |
| | resistance, sabotage, negative gossip and
|
| perform WORK that requires GROUP effort.
| |
| | guerrilla warfare are not okay.
|
| All participants of a meeting, therefore,
| |
| | 11. Remember to celebrate successes and
|
| must play a role in remaining focused and
| |
| | to thank members for their efforts.
|
| progressing through the meeting in a
| |
| | In addition to implementing these
|
| timely manner.
| |
| | concepts, an effective meeting leader
|
| Before calling a meeting, it must first
| |
| | must enforce a code of conduct in order
|
| be decided whether it is necessary.
| |
| | to maintain a safe environment for
|
| Remember a meeting is not always the most
| |
| | discussing ideas. The meeting
|
| effective way. Other options available
| |
| | facilitator should compel the meeting
|
| might be sending a memo or an email. It
| |
| | attendees to follow some simple
|
| is the responsibility of the meeting
| |
| | guidelines to ensure an orderly meeting:
|
| solicitor to determine the need for
| |
| | Work as a team
|
| calling the meeting and who should
| |
| | No rank in the room
|
| attend. In general, it is best to invite
| |
| | One speaker at a time
|
| as few participants as possible (key
| |
| | Be an attentive listener
|
| players only). The solicitor must also
| |
| | Focus on the issue
|
| review the organizations calendar,
| |
| | Respect others
|
| reserve the meeting room and assign a
| |
| | Suspend judgment
|
| meeting facilitator to be in charge of
| |
| | Allow curiosity
|
| the agenda.
| |
| | Maintain confidentiality
|
| Effective meetings necessitate
| |
| | It is as equally important to end a
|
| leadership. Leading a meeting requires
| |
| | meeting efficiently as it is to conduct
|
| attention, confidence, creativity,
| |
| | it. Besides just ending a business
|
| diplomacy, empathy, flexibility, wits,
| |
| | meeting on time there should be a review
|
| toughness and yes, humor! The primary
| |
| | of agenda items and results, as well as
|
| role of the leader is to establish the
| |
| | assignments. A set agenda for the next
|
| ground roles for the meeting which are
| |
| | meeting should also be prepared.
|
| namely: to minimize confusion and
| |
| | Having an effective business meeting is a
|
| disruptions and to institute a code of
| |
| | key ingredient to having a successful
|
| conduct. Some examples of team game
| |
| | business. If you would like more
|
| rules that are designed to make meetings
| |
| | information on this subject, please feel
|
| more effective are:
| |
| | free to contact us.
|
| 1. If you are planning to introduce a
| |
| | Jennifer Selland is the Founder and
|
| proposal or discuss an issue in a group
| |
| | President of Well-Run Concepts, a Human
|
| meeting, send out any relevant
| |
| | Resource Consulting Firm based in Ocala
|
| information to all team members several
| |
| | Florida, founded in 1997, whose mission
|
| days before the meeting.
| |
| | is to Help Organizations Define and
|
| 2. Review the agenda and bring any
| |
| | Develop Top Talent. Jennifer has over
|
| relevant materials with you to the
| |
| | 15 years of Human Resource Management and
|
| meeting so that we can make informed
| |
| | Executive Operational hotel experience.
|
| decisions.
| |
| | Well-Run Concepts
|
| 3. Dont lobby a few members before the
| |
| | "Helping Organizations Define and Develop
|
| meeting and try to ram an idea down the
| |
| | Top Talent."
|
| throats of the rest of the group in a
| |
| | 303 S.E. 17th St.
|
