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This newsletter series will give you insights and
techniques to help you build a better business no
matter how large or small yours is. I always say that
success comes from working on your business
as opposed to in your business. I want to
share with you the systems and philosophies that have
been successful for me over the years.
This is newsletter #44 in the series. If you have
missed prior newsletters, and are enjoying the series,
we encourage you to purchase the program. More
information can be found by clicking on the coupon at
the bottom of this page.
Meetings should serve to accomplish a specific goal.
Before scheduling a meeting, ask yourself if the matter could be handled by phone or by mail. To keep meetings efficient, limit their length. If you don’t complete your agenda within the allotted time, you can schedule another meeting or follow up by phone or mail. Time limits force people to say what they have to say and hear what they have to hear quickly, with fewer diversions into nonessential details.
The purpose of your key employee meetings is not to complain about problems or assign blame, but to find solutions. Meetings are more productive as a means of exchanging ideas rather than announcing statements of policy. You want a dialogue, not a lecture.
Meetings should be held on a scheduled basis, with ample advance notice, at a time that suits the majority of the participants. Circulate an agenda and inform the participants in advance the topics of discussion. It’s important that meetings have written agendas; those that do not are too easily misdirected.
If you hold them before the day’s work starts, have breakfast served. If at the end of the workday, have a snack brought in. Have a structured agenda prepared in advance. Keep it interesting and try to have everyone present participate instead of it being dominated by one or two people. Foremen or supervisors should schedule meetings with their crews. Give everyone the opportunity to contribute to the company’s welfare.
Common problems involved with meetings include:
- Wrong time of day or week
- No advance notice
- Meetings focus on problems and blame assignment and not solutions
- A meeting is scheduled, but it becomes a lecture
- No planned agenda
- Manager lacks conference leadership
- No summary at conclusion of meeting, no assignment of action tasks, and no follow-up
- A few people do all the talking—counsel them privately to allow or better help others to contribute. It’s just a matter of showing respect for others
- Decision-makers are not at the meeting
There are some people that will not comment or offer any input in a meeting. Some people are private and prefer not to express their feelings. See if that person can work on a project for you and provide you with feedback. Don’t give a negative evaluation because of this.
Learn to use body language to signal the end of a meeting or appointment. Shut your notebook, pick up your papers, rise and begin moving toward the door, using closing comments like “I’m glad we could meet,” “we got a lot done,” or “I’ll look forward to hearing from you soon.”
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For more information on this topic, get a copy of Mike Holt's
Business Management Skills textbook or Ultimate Business and Success video library.
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love to hear from you about this series, and the ways you're using it.
Send us your comments and feedback by clicking on "Post a Comment"
below. Look out for the next part in this series a month from now, and
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