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Discussion Board in English The 6 Golden Rules of Meeting Management
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The 6 Golden Rules of Meeting Management

11-21-2005, 07:09 AM
سامى عبد الوهاب مكى
<aسامى عبد الوهاب مكى
Registered: 01-06-2005
Total Posts: 4971





The 6 Golden Rules of Meeting Management

    The 6 Golden Rules of Meeting Management

    Meetings are unpopular because they take up time--usually that of many people. However, there are good meetings and there are bad meetings. Meetings can be an excellent use of time when they are well-run. Unfortunately, the converse is also true, and it seems that time-wasting, poorly run meetings are far too common.



    This article describes 6 rules of meeting management that can help make meeting more productive and less frustrating. Each of the rules requires commitment from all participants.



    Golden Rule #1: Run your meetings as you would have others run the meetings that you attend.



    This is the most fundamental Golden Rule of Meeting Management. Running an effective meeting--or being a good meeting participant--is all about being considerate of others. All the other Golden Rules of meeting management flow from this principle.



    Golden Rule #2: Be prepared and ensure that all the participants can be as well.



    Distribute the meeting agenda a day before the meeting and make sure everyone has access to any relevant background materials. Participants, of course, have the obligation of reviewing the agenda and background materials and arriving at the meeting prepared. If the meeting organizer has not provided adequate information about the objectives of the meeting, the participants should take the initiative to ask. No one should arrive at a meeting not knowing why they are there--and what is supposed to be accomplished.



    If there is nothing to put on the agenda, the organizer should ask him / herself whether there really needs to be a meeting.



    Golden Rule #3: Stick to a schedule.



    Start the meeting on time and end it on time (or even early). Starting on time requires discipline by the organizer and the participants. Arriving late shows a lack of consideration for all those who were on time. But if all participants know that the organizer is going to start the meeting right on time, there is a much greater likelihood that everyone else will make the effort to be punctual.



    Finishing in a timely manner is also crucial. If everyone agreed that the meeting would last an hour, the meeting should not run any longer than that. Keeping the agenda realistic is important, of course. Finally, if only 20 minutes are required to accomplish the meeting objectives, the meeting should end after only 20 minutes. It would be a waste of everyone's time to let it go on any longer than that.



    The time for which the meeting is scheduled is also important. Scheduling regular meetings for inconvenient times (e.g. after the end of the official work day) can have a very negative impact on morale. Emergencies are a reality for most organizations and may necessitate meetings at odd times, but routine meetings should be scheduled at a time that is reasonably convenient for the participants.



    Golden Rule #4: Stay on topic.



    Most groups have at least one person who tends to go off on a tangent or tell stories during meetings. Whether this is the organizer or one of the participants, all meeting participants have the responsibility of gently guiding the meeting back to the substantive agenda items. This should not be done at the expense of all levity, of course, as that is an important ingredient for esprit de corps. Also, storytelling can be very useful if it is being used deliberately as a coaching or teaching tool. As a rule, however, someone needs to guide the discussion back to the agenda if the meeting becomes clearly off track.



    Golden Rule #5: Don't hold unnecessary meetings.



    Carefully assess how often routine meetings really need to be held. For example, if you have daily staff meetings, how productive are they? Can they be held less frequently? Or, perhaps, can they be held standing up someplace and kept to a few minutes? Staff meetings are crucial vehicles for maintaining good communication in the office, but it is important to find the right balance between good communication and productive uses of time.



    Golden Rule #6: Wrap up meetings with a clear statement of the next steps and who is to take them.



    If any decisions were made at the meeting (even if the decision was to "study the issue more") the meeting organizer should clearly summarize what needs to be done and who is going to do it. If the organizer fails to do this, one of the participants needs to speak up and request clarification of the next steps. This is crucial. If the participants leave the meeting and no one is accountable for taking action on the decisions that were made, then the meeting will have been a waste of everyone's time.



    These simple rules can go a long way in making meetings more productive. Implementing them is not always easy, as they require preparation and discipline, but doing so can make a huge difference to the productivity of your organization.
                  

Arabic Forum

11-22-2005, 11:11 PM
سامى عبد الوهاب مكى
<aسامى عبد الوهاب مكى
Registered: 01-06-2005
Total Posts: 4971





Re: The 6 Golden Rules of Meeting Management (Re: سامى عبد الوهاب مكى)

    copied

    Nicole Moretti had been an accounting manager for eight years. Nicole was consistently praised by her superiors for her expertise, work ethic and the high quality of her work. Nonetheless, these qualities were not enough to get this manager the respect she deserved.

    In meetings, senior executives directed their questions to less experienced employees. She had heard more than once that she was considered to be more junior than the other managers at her level. She realized she had a credibility problem. She felt that her colleagues and superiors did not take her seriously. In her own words, she was "invisible."

    Moretti realized that although she was performing at the level of a senior manger, she was not projecting a solid presence as a seasoned, mature leader. To overcome this obstacle, Moretti set a goal of strengthening her reputation as a credible, authoritative manager and embarked on a step-by-step approach to reinventing herself and polishing up her image.

    Enlist an Observer
    First, she recruited the help of a trusted mentor and coach. In confidential meetings, the mentor observed Moretti's body language and communication style, and noticed certain patterns that undermined her authority. Moretti asked her mentor not to hold back and to give specific, forthright feedback.

    Facets of Presence
    Moretti and her coach determined what qualities defined a positive corporate presence:

    Body language -- No matter how knowledgeable you are, if your posture doesn't reflect confidence, you will not command respect.

    Vocal tone and pace -- Maintain an even tone of voice, with a low pitch and resist the temptation to speak faster when feeling flustered.

    Grammar and language -- Be concise and economical with words. Using filler words like 'I mean', 'you know' and 'I think' will weaken your authority.

    Professional attire -- Wear business suits and dresses that reflect your corporate style and good taste.

    Appropriate use of laughter and humor -- Avoid the habit of giggling when nervous or uncomfortable. A person who constantly smiles and laughs unnecessarily is less likely to be trusted in serious situations.

    Identify Habits That Undermine
    During the following week, the coach observed Moretti and evaluated how she stacked up in each of these categories. Moretti was surprised to discover that she had fallen into some bad habits that made her look and sound far younger than her years.

    Moretti realized that her stance was often too casual, and instead of confidence, she often conveyed nervousness. Under stress, Moretti's voice rose in pitch and she talked faster than usual, showing that she was flustered. Even when she knew what she was talking about, Moretti gave the impression that she was unsure of her facts. She would often giggle after making a statement, and she had a bad habit of saying she was sorry, even when she was not at fault. She wore outfits that were fashionable and cute, whereas her male associates dressed in the more conservative dress of corporate America. Through all these actions, she had trained people to see her as the junior team member.

    Reinvent Your Leadership Presence
    Moretti challenged herself to make subtle changes. With the help of her coach, she learned how to correct her bad habits and to dress more appropriately. Within one month she was visibly emitting a more confident, mature presence and gaining the respect she deserved. Moretti succeeded in acquiring the behaviors that underscore her authority without giving up her natural style and persona. She learned to express herself as the accomplished businesswoman that she is.

    Changing verbal and nonverbal habits is not always easy, but refining your leadership presence will win respect and credibility, and will fast-track your career.
                  

Arabic Forum

11-27-2005, 01:00 AM
Omar
<aOmar
Registered: 02-14-2003
Total Posts: 239





Re: The 6 Golden Rules of Meeting Management (Re: سامى عبد الوهاب مكى)

    Dear Sami,
    Thanks for a good read and useful topics...
                  

Arabic Forum

11-27-2005, 02:38 AM
Ali Alhalawi

Registered: 02-10-2004
Total Posts: 1467





Re: The 6 Golden Rules of Meeting Management (Re: Omar)

    It my my first time to realize that there is an English Discussion Board.

    Hi Sami .. and thanks for the post
                  

Arabic Forum

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