brian tracy_managing meetings that get results.pdf

7/27/2019 Brian Tracy_Managing Meetings That Get Results.pdf

1/29

by Brian TracyMCMLXXXVIII

Nightingale-Conant Corporation

www.nightingale.com

1-800-525-9000

750pg

1

THE INSTITUTE FOR EXECUTIVE DEVELOPMENT

MANAGINGMEETINGS THAT

GET RESULTSTwenty-one proven ideas you can use to make meetingsshorter, more effective, and more satisfying to everyone

in attendanceBased on years of research andexperience in companies worldwide.


2/29

THE EFFECTIVE MANAGER SEMINAR SERIES

This fast-paced series of 14 management seminars on DVD, with CD and workbook

accompaniment, has been designed to convey the greatest amount of usable information in the

shortest possible amount of time. The material in each program is based on management

seminars that have been developed for and presented to leading corporations for several years.

Each program is a condensation of 21 valuable ideas, methods, and techniques drawn from years

of practical experience. More than 100 hours of reading, research, and planning have gone into

each mini-seminar, giving you just the essential material that you need to be more effective

immediately.

Since people learn in three ways visually, auditorially, and kinesthetically these mini-seminars

are offered in DVD, CD, and workbook format to assure maximum learning and retention.

The learning process is flexible. You can take these seminars alone in your office or at home, on

DVD and then on CD, to review and reinforce the key ideas. You can follow along with the

workbook and use it as a planning tool for internalization and implementation.

As a busy executive, your most valuable resource is your time. With these DVD-based mini-

seminars, you can learn in one hour what might take you two or three days in a seminar or

workshop and save the cost of time off, travel, and other expenses.

Because these programs have been developed as presentations for live audiences, they are fast-

moving, entertaining, informative, and enjoyable to watch. Brian Tracy is a master of the video

medium; thousands of people in several countries attend his DVD seminars every month.

The idea behind this series was the discovery that 80 percent of the value of the information on

any subject is contained in less than 20 percent of the material available. In this series, you getonly the top 20 percent of ideas the techniques you can begin applying today to be more

effective and achieve better results.

You save time, you save money, and you get high-quality, low-cost professional instruction in the

key management areas where you must be knowledgeable if you want to fulfill your potential in

your organization.

The Effective Manager Seminar Series is a production of the Institute for Executive Development

and Nightingale-Conant Corporation.

2


3/29

HOW TO BENEFIT MOST FROM THIS PROGRAM

The Creative Managerhas been designed to save you time in learning the things you need to know

to be more effective.

Research in accelerated learning suggests several ways to learn faster and remember more. This

program is based on advanced learning techniques that can help make you a mini-expert in theprinciples of effective leadership in a very short period of time.

You remember only about five percent of what you hear. You remember 20 percent of what you

see. You remember 40 percent to 50 percent of what you see and hear. You remember up to 80

percent of what you see, hear, write, and review. After six exposures to the material, spread

over a period of time, you can achieve almost total recall.

You also learn and remember more if you have a clear purpose for learning, a purpose that

affects you personally. If you set goals for applying what you learn, you will remember more.

You also learn faster if you discuss what you are learning and how it can be applied to yourpersonal situation.

Finally, you reinforce and expand upon what youve learned when you teach others.

Some Ideas for Learning and Retention

1. Review the workbook before viewing the DVD, to gain a quick overview.

2. As you view the DVD, follow along with the workbook, and jot notes in the appropriate

sections.

3. Stop and replay parts of the CD that are particularly relevant to you.

4. If watching with others, stop the DVD when appropriate, and discuss how the material could

be applied.

5. Review your workbook and notes some time after viewing the program think about your

answers to the questions.

6. Listen to the CD version in your car, for review.

7. Explain and teach to others the ideas you feel are most important. Encourage others to learnthis material also.

8. Continually think about how you can use these ideas to be more effective.

I hear and I think. I see and I remember. I do and I know.

Confucius

3


4/29

CONTENTS

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Twenty-one Ideas You Can Use to Make Business

Meetings More Effective1. Types of Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

2. Defining the Purpose of the Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

3. The Meeting As an Investment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

4. Determining the Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

5. How to Run a Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

6. Participating in Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

7. Problem-Solving Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

8. Decision-Making Model for Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

9. Problems in Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

10. Reasons for Ineffective Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

11. One-on-One Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

12. Meetings for Delegating Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

13. Meeting Facilities Internal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

14. Meeting Facilities External . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

15. Room Layout for Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

16. Making Presentations at Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20

17. Developing Self-Confidence in Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22

18. Parkinsons Law in Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23

19. Tips for Personal Meeting Effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23

20. Meetings Outside the Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

21. Meetings As Management in Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

4


5/29

INTRODUCTION

As a manager, one-quarter or more of your career will be spent in meetings. Meetings are an

essential part of the life of every organization. The more people there are, and the greater the

complexity required for the performance of interrelated tasks, the more necessary it is for people

to meet in groups to solve problems, make decisions, share information, and exchange views and

opinions.

Meetings are management in action, a major opportunity to display managerial competence (or

lack thereof), to develop communication skills, to influence and to persuade others, and to

advance the goals of the organization.

However, meetings are like advertising. It is estimated that 50 percent of the dollars spent on

advertising is wasted, but nobody knows which 50 percent it is. It is also estimated that half the

time spent in meetings is wasted, but nobody knows how to eliminate the unnecessary half. The

purpose of this program is to show you how to manage and participate in meetings more

effectively so that you get the maximum return on time invested in meeting with other people.

As a manager, the way you conduct a meeting and the way you perform in a meeting is a major

factor in your career success. In a meeting, you are being observed by both your superiors and

your subordinates. You can shine be a star contributor or you can bomb. Its up to you. But

you cant hide.

Effective executives are those who know how to run meetings well and to perform effectively in a

meeting environment. Since a major part of your career will be spent in meetings, it is essential

for your success that you learn how to get the very most out of meetings, and how to assure that

the meetings in which you participate get the results desired.

5


6/29

1. Types of MeetingsThe starting point in making meetings more effective is to determine what kind of a

meeting is being held and then to structure the meeting in such a way that you maximize

the time of the participants.

Following are five major types of meetings.

A. Information-sharing meetings. Process oriented. Round-robin type. The participants role isto bring others up to date on his or her activities.

B. Problem-solving meetings. Mission oriented. The purpose of the meeting is to find a solutionto a specific problem.

C. Staff and operational meetings. Interdepartmental. The purpose of the meeting is to acquaint

representatives of different departments with the big picture.

D. Committee meetings. The purpose of the meeting is to review and plan ongoing activities, tomonitor progress, to get and give feedback.

6

TWENTY-ONE IDEAS YOU CAN USE TO MAKEBUSINESS MEETINGS MORE EFFECTIVE


7/29

E. Teaching and training meetings and seminars. The purpose of the meeting is to teach, instructparticipants in some subject.

Many meetings have elements of all of the five types. But to make a meeting effective, it

must be clear to everyone which basic type of meeting is being held.

2. Defining the Purpose of the MeetingAsk and answer the question: Why is this meeting being held? What is the purpose of the

meeting?

A. Is the meeting necessary?

B. Is there another way to accomplish the same result?

C. Given the purpose of the meeting, who must attend?

D. What is the worst thing that could happen if no meeting were held at all?

7


8/29

E. Can you define the purpose of the meeting in 25 words or less?

3. The Meeting As an InvestmentBecause there is a cost associated with each meeting, there must be an expected return in

excess of the cost.

A. To determine the cost, multiply the hourly wages of the participants times the number ofhours of the meeting.

B. Determine if this investment is justified.

C. Prior to and during the meeting, work to increase the return on investment.

4. Determining the AgendaAlways have a written agenda, and provide a copy for each participant.

A. Begin with a one-sentence description of theobjective of the meeting.

8


9/29

B. Organize the topics in their order of importance.

C. So people can be prepared, distribute the agenda at least 24 to 48 hours in advance of themeeting.

D. Invite only those whose attendance is essential.

5. How to Run a MeetingThis skill is one of the marks of leadership that is most evident to people in your

organization.

A. Begin with an outline of the purpose of the meeting. (Spend five to seven minutes on this.)

B. Announce the adjournment time.

C. Begin on time. Assume that the latecomer is not coming at all.

9


10/29

D. Encourage open discussion. Take the round-robin approach: Go around the table and havepeople take turns making their contributions, to assure that everyone gets to speak.

E. Leaders or superiors should not dominate the meeting.

F. Whenever possible, delegate the meeting leadership, to build subordinate skills.

G. The meeting leader should keep the discussion on track.

H. Bring each point to closure before moving on.

I. Summarize at the end of each discussion point and at the end of the meeting.

10


11/29

J. Have the minutes of the meeting typed and distributed within 24 hours.

6. Participating in MeetingsHow you participate in a meeting is carefully observed by everyone at the meeting - your

superiors and subordinates alike.

A. Be prepared - do your homework.

B. Get involved early, with questions. The first five minutes are critical.

C. Be active; lean forward; nod, and encourage others.

D. Potential leaders are identified by the quality and quantity of their participation in meetings.

11


12/29

7. Problem-Solving MeetingsThe most common and often the most important type of meeting is the problem-solving

meeting. To make these meetings more effective:

A. Restate and define the problem until all agree on the definition. (Whatelse is the problem?)

B. Identify all possible causes of the problem.

C. Develop decision criteria boundary conditions for the solution.

D. Develop possible solutions. Aim for quantity versus quality.

E. Test possible solutions against boundary conditions.

F. Press for a decision at the meeting.

12


13/29

G. Assign specific responsibility for implementing the decision.

H. Set a specific deadline for completion of the tasks agreed upon.

I. Agree on how the implementation of the decision is to be monitored and controlled.

8. Decision-Making Model for MeetingsThere are three fundamental steps in the decision-making process:

A. Have free discussion. Make certain all points of view are aired.

B. Arrive at a clear decision. Make a specific, measurable decision based on consensus.

C. Gain full support. All participants should agree to support the decision made, even thoughsome may not agree with it.

13


14/29

9. Problems in MeetingsFollowing are reasons why problem-solving meetings are often counterproductive and

frustrating:

A. The members of the group fall into group think, which is a tendency to rush to a conclusionwithout considering enough alternative solutions.

B. Group members want to avoid conflict (Lets not argue). Conflict avoidance takes priorityover solution quality.

C. The group values getting a decision more highly than getting a good decision.

D. The group is unduly influenced by those who speak more, louder, or faster.

E. The group has a tendency toward convergent thinking a momentum toward one answer,often based on politics.

14


15/29

10. Reasons for Ineffective MeetingsFollowing are reasons why meetings in general dont get results:

A. The directions or goals are vague; no purpose was outlined in advance.

B. The leader is ineffective he fails to keep the group on track.

C. The group leader dominates the discussion uses power or intimidation to controlthe meeting.

D. The group fails to push through to a conclusion.

E. The group fails to decide on a clear plan of action.

15


16/29

11. One-on-One MeetingsOne-on-one meetings are for information sharing.

A. They are held between a manager and his subordinate.

B. They are held once weekly, for 60 to 90 minutes, in the subordinates office.

C. The subordinate prepares an agenda of business and personal concerns.

D. The purpose is learning and teaching. The superior learns what is going on in thesubordinates work and life; the superior teaches the subordinate how to be more effective,

gives counseling and guidance.

12. Meetings for Delegating AssignmentsFollowing are guidelines for delegating assignments in one-on-one or group meetings:

A. Explain clearlywhat is to be done.

16


17/29

B. Explainwhy its meaning or purpose.

C. Explain your preferred method of approach.

D. Set a deadline and a time to monitor progress.

E. To assure understanding, ask the employee to feed it back.

F.End the meeting with an expression of confidence in the employee and positive expectations

for him.

13. Meeting Facilities InternalFollowing are guidelines for meetings held in the office:

A. In advance, check to be sure the room is available.

17


18/29

B. Arrange for necessary chairs and other furniture, materials.

C. Assure proper lighting and ventilation (68 degrees Fahrenheit is the ideal meeting roomtemperature).

D. Provide coffee, and other refreshments if appropriate.

E. Cut off outside interruptions.

F. Start the meeting punctually. Close the door and begin.

14. Meeting Facilities ExternalAn important executive skill is the ability to arrange and coordinate meetings in hotel

rooms or other meeting facilities away from the office.

A. Hotels lie. Leave nothing to chance. Assume that whatever can possibly go wrong will gowrong when meeting in hotels.

18


19/29


20/29

C. For medium-size meetings, horseshoe-shape or box-shape seating is ideal, to assuremaximum group eye contact and relaxed interaction.

D. For large group presentations, position the chairs in chevron style that is, rows are at 90degrees to each other; everyone is facing the front stage directly; there is some eye contact

across rows.

E. If youre using an overhead projector, or giving a slide presentation, place the screen in thefront left-hand corner of the room not directly behind the podium for maximum

visibility.

F. To assure the best possible meeting, carefully check out every detail in advance.

16. Making Presentations at MeetingsPresentations provide an opportunity for you to demonstrate competence, preparation,

knowledge, expertise, and command of your subject. Here are guidelines for using flip

charts during your presentation.

A. Flip charts should be prepared in advance. Put one blank sheet between each page ofinformation.

20


21/29

B. Use a tripod.

C. Write, speak, and ask questions as your presentation unfolds, to hold your viewersattention.

D. As you go along, if appropriate, tear off and tape up pages with masking tape.

E. Bring your own pens and markers.

F. Practice your presentation run through it in advance, preferably with a small audience.

G. An effective presentation can advance your career it can make you astar!

21


22/29

17. Developing Self-Confidence in MeetingsSelf-confidence is essential to your success.

A. If you are shy, determine to overcome it.

B. Join a chapter of Toastmasters International, or take a Dale Carnegie course.

C. Visualize. Prior to a meeting, create a clear mental picture of yourself performing effectively.

D. Do the thing you fear, and the death of fear is certain. Practice systematic desensitizationby speaking up and contributing to every meeting.

E. Your future may depend on your effectiveness in meetings.

22


23/29

18. Parkinsons Law in MeetingsMeetings expand to fill the time allotted for them.

A. Group meetings. Set specific times to start and stop, and stick to them.

B. One-on-one meetings. When you begin, set a specific time period for the meeting.

19. Tips for Personal Meeting EffectivenessFollowing are ideas for saving time spent in unproductive meetings:

A. As a participant, avoid attending if your presence is unnecessary.

B. As a participant, have the item or items that affect you discussedfirst. Then depart.

C. As a meeting leader, give people permission not to attend if their participation is notessential.

23


24/29

D. As a leader, give people permission to leave when they have made their contribution.

E. Ask for help. Ask for the cooperation of everyone to make the meeting more effective.

20. Meetings Outside the OfficeFollowing are guidelines for holding business meetings on other peoples territory (at the

offices of customers, suppliers, bankers, lawyers, accountants, branch offices, etc.):

A. Define the purpose of the meeting in advance, mutually.

B. Prepare thoroughly; have everything you need.

C. Restate the purpose and agenda at the outset of the meeting.

D. Agree on the time to adjourn the meeting.

24


25/29

E. Stay on track.

F. Press for closure.

G. Summarize at the end of the meeting.

H. Keep complete notes. (The power is on the side of the person with the best notes.)

21. Meetings As Management in ActionMeetings are a key management tool, a skill of effectiveness that must be learned and

mastered.

A. Make a decision to become excellent at leading meetings.

B. Make a decision to become excellent at participating in meetings.

25


26/29

C. Remember, preparation is key.

D. Practice, practice, practice until you master the skill.

You can turn regular management meetings into high-payoff opportunities for yourself and

your company. You can guide, direct, and build your subordinates. You can impress your

superiors. You can get work done that can be done in no other way. You can solve problems,

make decisions, influence, persuade, and control the flow of events. You can do all this by

practicing the ideas in this program.

26


27/29

The Psychology of AchievementCapitalize on skills and talents you never knew you possessed, after hearing

this outstanding program, showcasing Brian Tracy at his very best. Itmakes for fascinating listening, and youll marvel at the revelations.

Through refined, easy-to-use mental-programming techniques, you will

enjoy even greater success, prosperity, happiness, and peace of mind.

Six CDs with Progress Guide 5031CD

The Psychology of SuccessYou always expect more from Brian Tracy, and he always delivers more! In

addition to 10 proven principles for winning, Brian shares with you: two

things to do right away for greater happiness, success, and wealth; nine

basic steps for problem solving and decision making; seven strategies forgetting help; three ways to achieve excellence in your chosen fieldplus

more!

Six CDs 1911CD

The Psychology of SellingSelling is both an art and a science, as youll quickly learn from this best-

selling, everything-youll-ever-have-to-know-about-selling program! Put

yourself in line for top awards, greater commissions, and happier

customers who always come back for more. Learn the secrets of qualifying

and motivating your prospects and closing more sales.Six CDs with Progress Guide 1651CD

How to Start and Succeed in Your OwnBusinessIn your own business, the rewards can be simply sensational freedom,

success, status and, yet, fun! Learn all there is to know about going it

alone from Brian Tracy, a masterful and highly successful entrepreneur.

Avoid pitfalls and start-up spurts and sputters. Place yourself on a steady

upward curve toward success and happiness.

Six CDs 451CD

27

SUGGESTED LISTENING FOR FURTHER HELPFULINSIGHTS BY BRIAN TRACY

Call toll-free 1-800-525-9000 to place an order or to receive furtherinformation on any of these programs.


28/29

10 Keys to a More Powerful Personality64 Minutes Viewing Time

Enjoy Brian Tracys dynamic and forceful personality on video ashe shares a lifetime success system with you. Its the 10 Cs of

success: clarity, competence, concentration, common sense,

creativity, consideration, consistency, commitment, courage, and

confidence. Learn to put them to work in your life, and

accomplish more than you ever thought possible.

One Videocassette (or DVD when available) 5711V

24 Techniques for Closing the Sale65 Minutes Viewing Time

Ever the consummate salesperson, Brian closes you with 24super-effective closing techniques. If youre not in sales, dont

dismiss the thought of ordering this video for yourself. Its

dynamite when youre seeking a new job, asking for a raise,

buying a car or home, or even negotiating a loan.

One Videocassette (or DVD when available) 5681V

28

SUGGESTED VIEWING FOR FURTHER HELPFULINSIGHTS BY BRIAN TRACY

Call toll-free 1-800-525-9000 to place an order or to receive furtherinformation on any of these programs.


29/29

Setting Business StrategyNow you can think strategy, plan strategy, implement

strategy, and live strategy, secure in the knowledge that

youve touched all the bases, covered all eventualities . 744

Leadership: The Critical DifferenceBrian Tracy captures the very essence of leadership no

small task and presents it for all to see and understand.You learn the seven steps to becoming a truly effective

leader, plus much more. . . . . . . . . . . . . . . . . . . . . . . . . . 745

The Excellent ManagerWhat to do... how to do it... when and where to do it... its

all here! Discover the 21 steps to becoming an excellent

manager. Concentrate your powers, and master the seven

vital functions of a manager . . . . . . . . . . . . . . . . . . . . . . 746

How to Hire; How to FireAt last, someone has taken the mystery out of hiring.

Heres how to greatly improve your odds of getting and

keeping the top people you need. And how to vastlyimprove the situation for both the other person and

yourself when you fire an employee.. . . . . . . . . . . . . 747

Delegating and SupervisingI t s not what you know about these vital areas that gets you

in trouble its what you dont know. Never get swamped,

backlogged, or overworked again, as you learn and practice

a l l the ins and out of these two crucial skills . . . . . . . . . 7 4 8

Motivating People Toward PeakPerformanceLearn the one overriding key factor in getting the most

from people. Become a whiz at multiplying your

effectiveness, and watch your career soar. Feel free to

commit your people to big assignments, knowing theyll

come through. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 749

Managing Meetings That Get ResultsConducting great meetings is like giving great parties

everybody leaves satisfied. Get the most from your

meetings by giving the most. Learn the key to results-

oriented effective meetings 750

Negotiating Strategies and TacticsWhy argue when you can agree? Learn the four secrets

discovered in the Harvard Negotiation Project, plus much

more. Never again dread bargaining, and learn how you

can want more and win. . . . . . . . . . . . . . . . . . . . . . . . . . 751

Executive Time Management

Deep in your heart, you know whether or not youre agood time manager. Most of us arent. And we all could

improve. With this video as your guide, prove to yourself

you can manage your time much more effectively and

reap BIG rewards. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 752

Marketing Strategy for Fast GrowthHeres a program that could make, or save, you thousands

of dollars. Put your product or service through the paces

Brian suggests. Then, and only then, decide if you want to

enter it in the big race (read marketplace). . . . . . . . . . . . 753

How to Sell Well

Is your company realizing virtually all possible sales? Orare you somehow missing out? Youll never know until you

compare your approaches with these proven methods for

selling more, faster, and enhancing your bottom line. . 754

The Creative ManagerDont back off and claim youre not creative and never will

be until you give this program a try. Then exercise

restraint in the bragging department. You can be highly

creative, and Brian Tracy shows you how.. . . . . . . . . . . 755

Superior Sales ManagementLearn the skills of being a friend, a counselor, a confidant,

a stern taskmaster, a cheerleader, and a business-orientedexec. Anyone, from a sales manager to an accountant,

benefits from this people-oriented analysis. . . . . . . . . . 756

Pathways to Personal ProgressLearn to develop the key requirements for success while

ridding yourself of habits and deficiencies that could be

holding you back. Travel down the right path for you,

and do it at an accelerated pace. . . . . . . . . . . . . . . . . . . 757

Choose One...Several... or Allof Brian Tracys Exciting,

Pragmatic, Multimedia SeminarsCall toll-free 1-800-525-9000 to place an order or to

receive further information on any of these programs.

brian tracy_managing meetings that get results.pdf

Documents