Mastering Your Meetings: Recapturing Lost Productivity. Business Resource Group

Transcription

1 Mastering Your Meetings: Recapturing Lost Productivity Business Resource Group

2 Effective Meeting Criteria Meeting objectives are accomplished Meeting objectives are accomplished in the appropriate time Participants are satisfied

3 Why Master Your Meetings? Ineffective meetings waste time Ineffective meetings waste money Ineffective meetings can lead to negative attitudes and behaviors SELF-PACED LEARNING

4 The Top Ten Time Wasters 1. Telephone Interruptions 2. Drop-in Visitors 3. Meetings 4. Crisis 5. Lack of Objectives, Priorities, and Deadlines 6. Cluttered Desk and Personal Disorganization 7. Ineffective Delegation 8. Unrealistic Time Estimates 9. Lack of Clear Communication or Instruction 10. Inadequate, Inaccurate, and Delayed Information

5 Meeting Time Line Planning Decision Making Managing Behaviors Problem Solving Follow up Premeeting Assembly Postmeeting SELF-PACED LEARNING

6 Five Areas of Meeting Management Follow Up Planning Solving Managing Problems Behaviors Making Decisions

7 Expected Results are: Defined as the measurable output of the meeting Defined in advance Clear to the meeting owner and leader Stated in terms of what should be accomplished Not steps to accomplish the results Stated as specifically as possible

8 Skills of a Meeting Leader Manage the behaviors of participants Know the audience Ask the right questions Plan meeting content Plan the meeting agenda Keep the meeting running on time Be enthusiastic

9 The Right Attendees are: Those who can benefit enough from the meeting for it to be worth their time Those who can contribute enough to the meeting for it to be worth their time Do your homework and have the right attendees!

10 Planning for the Environment The Room Chairs Audio Visuals and Handouts Time of Day Temperature Distractions

11 Room Arrangement - Square Most participants can see each other Visuals easily seen by all Leader can sit anywhere Good for small to medium size meetings

12 Room Arrangement - Oval All participants can see each other Visuals easily seen by all Leader can sit anywhere Good for small to medium size meetings

13 Room Arrangement - Horseshoe Most participants can see each other Visuals easily seen by all Leader can sit anywhere Good for small to medium size meetings

14 Room Arrangement - Multiple Small Group Participants in small groups can see each other Some participants must turn around during general sessions.

15 Room Arrangement - Classroom Directs attention to leader Limits participation Good for large meetings whose objectives are instruction or information giving.

16 Ingredients of an Agenda Opening and Welcome Review of Current Meeting s Agenda Recognition of Attendees Review of Ongoing Items Work on Meeting Objectives Develop an Action Plan Plan the Next Meeting

17 Attitude vs. Behavior An Attitude Cannot be seen Cannot be heard Cannot be measured Is difficult to change A Behavior Can be seen Can be heard Can be measured Can be changed SELF-PACED LEARNING

18 A-B-C Model Antecedent - A trigger or catalyst for behavior Behavior - An action that can be measured, counted, and recorded Consequence - Occurs as a result of behavior, can influence whether or not behavior will continue

19 Tips on Reinforcing Be specific Respond instantly Personalize Reinforce Often

20 To Discourage Negative Behavior: Do not punish Ignore the behavior Restate the objective Ask an Open-Ended Question Appoint a Gate Keeper Ask the Group How They are Doing

21 Problems in Decision Making Procrastination Rationalization Over-reliance on Intuition and Hunches Snap Decisions Decisions Under Stress Not Learning from Past Decisions Mismanagement of the People Element

22 Phases in Decision Making Phase 1: Recognizing the New Environment Phase 2: Developing Alternatives Phase 3: Establishing Selection Criteria Phase 4: Evaluating Alternatives Phase 5: Resolving and Implementing the Decision

23 Testing Level of Disagreement Sell Exclusively Through Distributor Not Sure Sell Exclusively Through Our Stores SELF-PACED LEARNING

24 Characteristics of Good Decision Makers Insight Assertiveness Self-confidence Creativity Ability to think logically Ability to see situations objectively Intuition and Hunch Effective Communication Skills SELF-PACED LEARNING

25 Styles of Decision Making Directive Consultative Delegative Consensus

26 Steps in Problem-Solving 1. Define the Problem 2. List the Causes 3. Analyze the Causes 4. Develop Solutions 5. Resolve and Implement Solutions 6. Monitor the Solution

27 Where We Need To Be Where We Are NOW $50,000 $75,000 Business Resource Group

28 Where We Are NOW Where We Need To Be $200,000 $75,000 Business Resource Group

29 To Develop an Action Item: Specify WHAT needs to be done Determine WHEN it needs to be completed Agree on WHO should complete it

30 Facilitation Facilitation occurs when helpful interventions are made by any person during a meeting. SELF-PACED LEARNING

31 Facilitator or Observer? An Observer does not actively participate during the meeting, but does give feedback afterward. A Facilitator can and should participate in the meeting - but only to help the group accomplish its goals. SELF-PACED LEARNING

32 Stages of Team/Group Stage 1 - FORMING Development Stage 2 - STORMING Stage 3 - NORMING Stage 4 - PERFORMING

33 Observing Behavior Joseph Roger Annette Sue Jan SELF-PACED LEARNING

34 To Give Feedback Effectively: Be descriptive Be objective Don t use labels Don t exaggerate or judge Phrase the issue as a statement Help people hear compliments Restrict feedback to what you know

35 Receiving Feedback Constructively: Breathe Listen carefully Take time to think about what is said Don t react immediately Assume that everything said has value Take action on the feedback Don t get defensive