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Hub You - 10 Tips for Conducting Power-Packed Meetings (That People Love to Attend!)
STOP! Before you take the first step in financing your business be sure that it is the business or property you definitely want to buy!The following checklist of requirements will help you get a quick approval for your application, usually within one or two weeks. With a good business finance company or broker you can often get an approval within 24 hours over the phone. Banks may take longer, but be sure of this - if you prepare before you jump in you should have that answer in very little time.(1) Fill out your application form truthfully with all the information requested. Ask the broker to assist you if necessary(2) Have a photocopy of your drivers license for all applicants on the loan(3) Have an appraisal of your home or business so you have some idea what its worth. Don't over value your property because financiers depend on a close estimate to finance you(4) Have your current payslips ready or an accountant's letter on your gross and net wages(5) Have the financials ready to produce to the financiers for the business you ar
If someone does not contribute ideas, then ask them to comment on the ideas contributed by others. Allow everyone to vote when sorting out multiple ideas or concepts.
6. Create a group list of “norms” for process together If the group meets on an ongoing basis or on a regular schedule, then it might be a good idea to develop a set of operational guidelines for how the group process works and how decisions will be made. Here is a typical list of a few “norms”:
• Everyone contributes
• Attack ideas, not people
• Disagreement is ok, it can even be a creative tool!
• Speak your mind in the group, or not at all
7. Record the group’s information where all can see Writing down ideas gives validation to the ideas contributed. A visual record will also remind the group of the data generated keeping it present for making better decisions. Record ideas and concepts exactly as stated. Do not interpret or put in your “two cents worth.” Record first, judge or sort later – this is especially important when the material is sensitive, challenging or complex.
Find a place to record ideas not related to the current discussion. Capture ideas to deal with at an app
Imagine that you're a sports coach and you need a new player on the team. Would you walk up to someone in the street and say - "I want you to come and play for my team. I'll train you to become the best player in the country." Sounds a bit ridiculous doesn't it?What you'd probably do is watch players in other teams. On the other hand, you might decide to find some young player that you could develop for your team. So you'd spend some time looking for players in schools and colleges.What is it you're looking for when you're watching these young people or more established players? Is it experience of the game or perhaps an all round knowledge of how it should be played or even just a good all round player. All of these would be good to have but what you're really looking for is - talent!You're looking for that gift or flair or capacity to achieve your outcomes. If you're looking for a goal keeper, then you're looking for someone with that extra something that keeps the opposition from scoring. If you're looking for a shooter, or a wing
1. Clearly state the purpose for the meeting. Don’t hold a meeting unless there is a reason. Yes, that is the fundamental rule. Know why you are holding a meeting and tell others why. When people are asked to attend a meeting they want to know what is expected of them and a definition of the expected output of the meeting. Be sure that everyone is reminded of the purpose of the meeting at the beginning of the meeting. Articulate the meeting objectives as clearly stated “deliverables” or some other term that communicates completion of specific objectives. Take time to ensure that everyone understands and has a chance to have their questions addressed.
2. Plan the meeting thoroughly Begin with the deliverables, that is, know what you want to walk away with at the end of the meeting. Express the deliverables using specific, focused and measurable outcomes. An example could be something like “Identify 5 Killer Strategies for Getting People to Attend Our New Program.” This kind of language would drive your planning process to brainstorm rich content. And then, assign weight to each idea. Finally, sort for the best five strategies. Knowing where you want to end up is a prerequisite for designing how to get there.
When planning the meeting, allow twice the meeting time for your planning process. That is, a one-hour meeting should take about two hours to plan. In order to get the best results a commitment to the best planning is necessary. When planning the time commitment for each meeting item, do not fill up the entire time slot. Only plan for 65% of the available time. Some items will take more time than planned. If the meeting takes less time, then adjourn early. There will be no complaints. Do not fall for the old principle “work expands to fill the time allowed.” Be efficient with your time and respect the time of others!
Outline every part of the meeting in your planning guide. Define how much time it will take to introduce the deliverables and give an overview of the meeting. Define how much time it will take to brainstorm, sort and refine. Do not leave out any part of the process.
Prepare visuals for the meeting. Record the input of the group on chart pads, storyboard cards, white boards or some other media that everyone can constantly review as they make decisions. When making the meeting plans and preparing the visuals, do not fill in all the details of any project if you expect to get group input and ultimately, group buy-in. Let them mold the decisions and be a part of the success of each group decision if, in fact, it is a group item. If it is not a group item, then don’t bring it to the group for input. Define what the “givens” are and where the group has authority to make decisions. Define where the group input is needed and where it is not. Explain the difference.
3. Identify the leader/moderator/facilitator of the meeting One person must control the flow of the meeting. That’s the simple truth. One person must facilitate to insure that the group stays on task and nobody dominates all the discussions or decisions. The facilitator also ensures that the meeting addresses all the deliverables as promised and involves everyone in the process. If the facilitator has a preference on any of the items being discussed, then declare that agenda at the beginning. As that item comes up for discussion, then the facilitator must listen more than talk in order to not be perceived as dominating the outcome.
4. Begin and end on time Know how long the meeting will take, pace the meeting and end on time as promised. Keep faith with the participants. Begin on the exact time specified even if everyone is not present. Do not penalize those who have arrived on time. If you communicate that you are not keeping your word as a leader with something as simple as a starting time, then how will your work be trusted in more important matters.
Assign a priority for items on the agenda. Know which items to drop or postpone if the meeting is more complex than expected and begins to take longer than planned. Planning for 65% of the meeting time allows for some items to expand for extra discussion, if needed.
5. Design ways to prompt input from each attendee If people have been invited to a meeting, then expect them to participate. Participating will validate each person’s worth to the process and ultimately to the outcome giving each person ownership. Not everyone will feel comfortable in contributing to the discussion. Find ways to prompt input from those who will not easily participate. For example, during a brainstorming exercise, ask for input from the group in a predictable rotation (left, to right, etc.)
If someone does not contribute ideas, then ask them to comment on the ideas contributed by others. Allow everyone to vote when sorting out multiple ideas or concepts.
6. Create a group list of “norms” for process together If the group meets on an ongoing basis or on a regular schedule, then it might be a good idea to develop a set of operational guidelines for how the group process works and how decisions will be made. Here is a typical list of a few “norms”:
• Everyone contributes
• Attack ideas, not people
• Disagreement is ok, it can even be a creative tool!
• Speak your mind in the group, or not at all
7. Record the group’s information where all can see Writing down ideas gives validation to the ideas contributed. A visual record will also remind the group of the data generated keeping it present for making better decisions. Record ideas and concepts exactly as stated. Do not interpret or put in your “two cents worth.” Record first, judge or sort later – this is especially important when the material is sensitive, challenging or complex.
Find a place to record ideas not related to the current discussion. Capture ideas to deal with at an appr
Former managing director of Boston-based integrated marketing firm Polese Clancy, Christine Arena now calls the West Coast home. She is author of Cause for Success (New World Library, 2004) and The High-Purpose Company (Collins, 2006). In this interview, she describes the “litmus test” she developed to identify high-purpose companies, and provides advice on what organizations can do to meet their corporate responsibility goals.The term “corporate social responsibility” is used quite liberally these days. How do you define it? There are a lot of people in the business world that regard it as a form of marketing or philanthropy. When they speak about it, they think about it in terms of a company effort to do good, to give back to society or to appear as a Good Samaritan.I disagree with that totally. In my view, and according to my research, corporate responsibility is really about being responsive and taking responsibility for companies’ past, present and future behavior. I don’t view corporate responsibility as an o
When planning the meeting, allow twice the meeting time for your planning process. That is, a one-hour meeting should take about two hours to plan. In order to get the best results a commitment to the best planning is necessary. When planning the time commitment for each meeting item, do not fill up the entire time slot. Only plan for 65% of the available time. Some items will take more time than planned. If the meeting takes less time, then adjourn early. There will be no complaints. Do not fall for the old principle “work expands to fill the time allowed.” Be efficient with your time and respect the time of others!
Outline every part of the meeting in your planning guide. Define how much time it will take to introduce the deliverables and give an overview of the meeting. Define how much time it will take to brainstorm, sort and refine. Do not leave out any part of the process.
Prepare visuals for the meeting. Record the input of the group on chart pads, storyboard cards, white boards or some other media that everyone can constantly review as they make decisions. When making the meeting plans and preparing the visuals, do not fill in all the details of any project if you expect to get group input and ultimately, group buy-in. Let them mold the decisions and be a part of the success of each group decision if, in fact, it is a group item. If it is not a group item, then don’t bring it to the group for input. Define what the “givens” are and where the group has authority to make decisions. Define where the group input is needed and where it is not. Explain the difference.
3. Identify the leader/moderator/facilitator of the meeting One person must control the flow of the meeting. That’s the simple truth. One person must facilitate to insure that the group stays on task and nobody dominates all the discussions or decisions. The facilitator also ensures that the meeting addresses all the deliverables as promised and involves everyone in the process. If the facilitator has a preference on any of the items being discussed, then declare that agenda at the beginning. As that item comes up for discussion, then the facilitator must listen more than talk in order to not be perceived as dominating the outcome.
4. Begin and end on time Know how long the meeting will take, pace the meeting and end on time as promised. Keep faith with the participants. Begin on the exact time specified even if everyone is not present. Do not penalize those who have arrived on time. If you communicate that you are not keeping your word as a leader with something as simple as a starting time, then how will your work be trusted in more important matters.
Assign a priority for items on the agenda. Know which items to drop or postpone if the meeting is more complex than expected and begins to take longer than planned. Planning for 65% of the meeting time allows for some items to expand for extra discussion, if needed.
5. Design ways to prompt input from each attendee If people have been invited to a meeting, then expect them to participate. Participating will validate each person’s worth to the process and ultimately to the outcome giving each person ownership. Not everyone will feel comfortable in contributing to the discussion. Find ways to prompt input from those who will not easily participate. For example, during a brainstorming exercise, ask for input from the group in a predictable rotation (left, to right, etc.)
If someone does not contribute ideas, then ask them to comment on the ideas contributed by others. Allow everyone to vote when sorting out multiple ideas or concepts.
6. Create a group list of “norms” for process together If the group meets on an ongoing basis or on a regular schedule, then it might be a good idea to develop a set of operational guidelines for how the group process works and how decisions will be made. Here is a typical list of a few “norms”:
• Everyone contributes
• Attack ideas, not people
• Disagreement is ok, it can even be a creative tool!
• Speak your mind in the group, or not at all
7. Record the group’s information where all can see Writing down ideas gives validation to the ideas contributed. A visual record will also remind the group of the data generated keeping it present for making better decisions. Record ideas and concepts exactly as stated. Do not interpret or put in your “two cents worth.” Record first, judge or sort later – this is especially important when the material is sensitive, challenging or complex.
Find a place to record ideas not related to the current discussion. Capture ideas to deal with at an app
Directions: As in Part One, thoughtfully and completely answer all questions. There are no right or wrong answers. If you are not currently doing something on this list, it does not mean that you must start. It does mean that you can use this questionnaire to diagnose your marketing and business development needs.Assessing the Success of Your Current Marketing and Business Development Program1. Do you have satisfied clients, customers or patients?2. Have you captured this business success with written or filmed testimonials?3. Can you name two or three problems you solved for your satisfied business clients, customers or patients?4. Are these services highly marketable to future clients or customers?Your Competitors1. Name three of your major competitors. Why have they been successful in your target markets?2. What have these competitors done that you do differently?3. Can these differences give you an advantage or define a niche?You and Your Staff1. What is the style and working manner of your of
3. Identify the leader/moderator/facilitator of the meeting One person must control the flow of the meeting. That’s the simple truth. One person must facilitate to insure that the group stays on task and nobody dominates all the discussions or decisions. The facilitator also ensures that the meeting addresses all the deliverables as promised and involves everyone in the process. If the facilitator has a preference on any of the items being discussed, then declare that agenda at the beginning. As that item comes up for discussion, then the facilitator must listen more than talk in order to not be perceived as dominating the outcome.
4. Begin and end on time Know how long the meeting will take, pace the meeting and end on time as promised. Keep faith with the participants. Begin on the exact time specified even if everyone is not present. Do not penalize those who have arrived on time. If you communicate that you are not keeping your word as a leader with something as simple as a starting time, then how will your work be trusted in more important matters.
Assign a priority for items on the agenda. Know which items to drop or postpone if the meeting is more complex than expected and begins to take longer than planned. Planning for 65% of the meeting time allows for some items to expand for extra discussion, if needed.
5. Design ways to prompt input from each attendee If people have been invited to a meeting, then expect them to participate. Participating will validate each person’s worth to the process and ultimately to the outcome giving each person ownership. Not everyone will feel comfortable in contributing to the discussion. Find ways to prompt input from those who will not easily participate. For example, during a brainstorming exercise, ask for input from the group in a predictable rotation (left, to right, etc.)
If someone does not contribute ideas, then ask them to comment on the ideas contributed by others. Allow everyone to vote when sorting out multiple ideas or concepts.
6. Create a group list of “norms” for process together If the group meets on an ongoing basis or on a regular schedule, then it might be a good idea to develop a set of operational guidelines for how the group process works and how decisions will be made. Here is a typical list of a few “norms”:
• Everyone contributes
• Attack ideas, not people
• Disagreement is ok, it can even be a creative tool!
• Speak your mind in the group, or not at all
7. Record the group’s information where all can see Writing down ideas gives validation to the ideas contributed. A visual record will also remind the group of the data generated keeping it present for making better decisions. Record ideas and concepts exactly as stated. Do not interpret or put in your “two cents worth.” Record first, judge or sort later – this is especially important when the material is sensitive, challenging or complex.
Find a place to record ideas not related to the current discussion. Capture ideas to deal with at an app
A number of business owners choose to incorporate their companies, to guard themselves and the company from unexpected losses and liabilities. Small and large companies can be incorporated. It is possible to incorporate companies in any state of the United States, irrespective of where the business is operated. Numerous business owners prefer to incorporate their businesses in Delaware or Nevada, as they are very corporate-friendly. Nevada has very favorable business laws.Nevada corporations are considered to be separate legal entities. In case the corporation is sued for some reason, the business owners are protected for personal liability. This means that the creditors cannot reach their assets, such as a house or car, in case debts or claims.Business owners can select the type of Nevada Corporation that best suits their business. A Nevada S-corp refers to a corporation that has selected a special tax status. A C-corp kind of corporation pays the tax directly to the IRS. LLC or Limited Liability Company is an unincorporated legal body, under state law.<
Assign a priority for items on the agenda. Know which items to drop or postpone if the meeting is more complex than expected and begins to take longer than planned. Planning for 65% of the meeting time allows for some items to expand for extra discussion, if needed.
5. Design ways to prompt input from each attendee If people have been invited to a meeting, then expect them to participate. Participating will validate each person’s worth to the process and ultimately to the outcome giving each person ownership. Not everyone will feel comfortable in contributing to the discussion. Find ways to prompt input from those who will not easily participate. For example, during a brainstorming exercise, ask for input from the group in a predictable rotation (left, to right, etc.)
If someone does not contribute ideas, then ask them to comment on the ideas contributed by others. Allow everyone to vote when sorting out multiple ideas or concepts.
6. Create a group list of “norms” for process together If the group meets on an ongoing basis or on a regular schedule, then it might be a good idea to develop a set of operational guidelines for how the group process works and how decisions will be made. Here is a typical list of a few “norms”:
• Everyone contributes
• Attack ideas, not people
• Disagreement is ok, it can even be a creative tool!
• Speak your mind in the group, or not at all
7. Record the group’s information where all can see Writing down ideas gives validation to the ideas contributed. A visual record will also remind the group of the data generated keeping it present for making better decisions. Record ideas and concepts exactly as stated. Do not interpret or put in your “two cents worth.” Record first, judge or sort later – this is especially important when the material is sensitive, challenging or complex.
Find a place to record ideas not related to the current discussion. Capture ideas to deal with at an app
Have you noticed that some people seem to stop listening even before you start talking? Do you avoid approaching some people unless you absolutely have too? Improve your chance for conversational success by considering the following ten factors before starting your next conversation.1. Consider the setting. Where will the conversation take place? Is it public or private? Are there other things going on that will be distracting? Is the setting approapriate for the topic?2. Consider the personality, gender, culture, age, etc. of the other person. If the person is different from you in these respects, you will want to adapt your style of communication to respect these differences.3. Consider the internal influences (emotions, bias, etc.) on how you approach the conversation. What is your motivation? What baggage are you bringing with you as you talk with this person? Recognize it so that it won't get in your way.4. Consider the internal influences (emotions, bias, etc.) on how the other person will receive the message. How might your histor
If someone does not contribute ideas, then ask them to comment on the ideas contributed by others. Allow everyone to vote when sorting out multiple ideas or concepts.
6. Create a group list of “norms” for process together If the group meets on an ongoing basis or on a regular schedule, then it might be a good idea to develop a set of operational guidelines for how the group process works and how decisions will be made. Here is a typical list of a few “norms”:
• Everyone contributes
• Attack ideas, not people
• Disagreement is ok, it can even be a creative tool!
• Speak your mind in the group, or not at all
7. Record the group’s information where all can see Writing down ideas gives validation to the ideas contributed. A visual record will also remind the group of the data generated keeping it present for making better decisions. Record ideas and concepts exactly as stated. Do not interpret or put in your “two cents worth.” Record first, judge or sort later – this is especially important when the material is sensitive, challenging or complex.
Find a place to record ideas not related to the current discussion. Capture ideas to deal with at an appropriate time and with the appropriate group. Create “parking lot” and “items for future discussion” headers. Place ideas for later in this meeting in the parking lot and ideas for another meeting under the other heading. Deal with each list before adjourning.
8. Review the entire agenda for the session at the beginning Explain what will happen and when it will happen in this meeting. Help people understand where the meeting is going and how the group will bet there. This will help each participant be fully present for each part of the meeting and to trust the process.
Explain what type of discussion is needed (brainstorming, sorting, etc.) at each point in the meeting and define how those concepts will work. Explain how decisions will be made. If you have defined consensus at the beginning of the meeting, then you could work through all decisions using consensus as a decision- making norm.
Allow time for feedback, discussion and amendments, if appropriate. Sometimes a meeting will progress too fast for some to keep pace with everything. Several opportunities in the meeting should be dedicated to bringing the group together to validate the process, not only the results. Prompting is allowed and even necessary at times to let participants know that it is all right to ask for clarification.
9. Stay in control of the meeting If a participant hijacks the meeting, take it back, gently. Nobody wants to hear anyone else ramble or give speeches that are unnecessary or lengthy. The facilitator must remain in control of the process and take it back from time to time. This is not impolite. It is merely practical. Know how to intervene without using harsh words or actions. Insure that everyone is on board before moving on the next item.
10. Do not adjourn without setting accountability standards If actions are needed, assign responsibility and a completion date for each item. Good ideas will only materialize into results when they are a part of an action plan. The action plan consists of the following information:
• Specific task (action item)
• Responsible person
• Deadline
Agree on the next step(s) or next meeting date before ending the meeting. As people are invited to attend the meeting they can be instructed to bring their calendars. This is one reason why. Affirm the participants and their contributions. Review the list of deliverables to validate your success. Celebrate!
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