Too many meetings, too little time. When the real cost of holding a meeting must be calculated precisely, should be sufficient justification for our desire to ensure that all our meetings meaningful, necessary and justified.
I'm sure you've heard of the meetings?
"Are you alone?
– Work on your own?
– Hate making decisions?
– Instead of talking about what to do?
Well, why not take ameeting?
– You get to see other people
– You can sleep in peace
– Pak decisions
– Learn the amount of nonsense words in writing
– To feel important
– Impress (or bore) your colleagues
And all the work! "
But of course that means it must be so they do not.
The meetings are a waste of time?
They can cause frustration
Too many of them or
o No real purpose
Or too long
O Platformtalkative
Or are there some decisions out of their
Make complex issues simple or
things often slow down or
Potential benefits
Performed correctly, can be an effective means for:
or communication to a group
Or meet people face to face
or improve the quality of decisions
O Come meet people
Drawing or a wide range of experience
team building or
The figures below are based on a working year of 288days with an equivalent of work for 7 hours. (I hope!) You begin to understand the true cost of holding a meeting.
Annual salary: £ 40,000
One hour session: £ 24
One Day Meeting: £ 168
Annual salary: £ 60,000
One hour session: £ 36
One Day Meeting: £ 252
Annual salary: £ 80,000
One hour session: £ 48
One Day Meeting: £ 336
Salary for each year:£ 100,000
One hour session: £ 60
One Day Meeting: £ 420
Some tips to ensure a successful meeting:
or arrange meetings, if they really need
People can be informed by other means?
Consider the costs, meetings are expensive – time away from work, wages among the spectators.
o If necessary, the plan for their
What do you get?
What is discussed?
What decisions haveevents / actions taken?
Who needs to be there? How do you tell them what is it and why were they invited?
How long can you know at the meeting?
Remember, if you do not prepare, so that the meetings to prepare to fail.
or prepare an agenda
Include only relevant facts
Place in order of priority
Establish that the inputs on each lead
Time to devote to each item (do not forget to take into account a 5 minutes break at least once, if not –h)
What can go wrong and what will you do?
Or collect all the information
If the line is to take what major points
Send agendas and important issues in advance
or prepare the room
Ensure that there are enough tables and graphs
If you like equipment (eg dredging, overhead PC), make sure it is available and working
Arrange refreshments
And finally: Running the meeting:
A fastermore effective results by:
Or say to all the objectives
o The background for each item, for example, open discussion, inviting specific contributions from those
Or someone says something to help recharge
Or summarize what has been said
or Check for signs of non-participation
or stick to the time (always starts on time, and not be afraid to put an end to beginning)
Actions or have decided to follow
Do not be afraid to criticizemeeting, namely: Was it worth it?
or after the meeting:
Minutes spread quickly to those involved and interested
Monitor and control the development of any action, decision
The end result? A successful meeting of the work and of all time!
Copyright © 2006 Jonathan Farrington. All rights reserved
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