In next booklet, What An Executive Should Know About Managing Time Profitably, Mr. Ken Allen deals with art of procrastination and presents a step-by-step program to manage your time effectively.

In his other booklet, What An Executive Should Know About Art and Science of Self-Assessment, Mr. Allen helps you gauge your progress and details factors to consider in your systematic self-appraisal.

Mr. Clarence Francis wrote seventh book in series, What An Executive Should Know About Corporate Character. It presents an examination of corporate and executive responsibility.

Mr. Herman W. Steinkraus tells how to earn employees' enthusiasm, initiative, and loyalty in his booklet, What An Executive Should Know About Human Relations.

What An Executive Should Know About Remembering Names and Faces offers common sense steps to a trained memory by world-renowned teacher, Mr. Bruno Furst.

Mr. Ken Allen returns with another booklet. In this one entitled, What An Executive Should Know About Cooperation and Teamwork, he gives you seven rules to help you build a more efficient organization.

The final booklet, What An Executive Should Know About Innovation in Management, written by Mr. William T. Brady, shows managers how to build climate conducive to experimentation, development of new ideas, a different approach, and unconventional solutions to conventional problems.

Dartnell in its booklet series has educated, motivated, and challenged executive to move up career ladder. They are excellent lessons you ought to apply. I recommend that you order series.

Remember: When you maximize your potential, everyone wins. When you don't, we all lose.

* a chairperson or Master of Ceremonies to move topics along without rushing presenters, or allowing them to ramble.

* general logistics before hand, such as restroom locations, break times, and telephone or walk-in interruptions.

* a priority system so that most important topics or pressing matters are covered first.

3. Assign particular responsibilities. Be sure to select responsible people to carry out responsibilities of your meeting. Also be sure:

* to match topics and tasks with competent presenters.

* to give them clear, complete, and specific instructions including assigned time to complete their presentation.

* to gain concurrence of your key participants.

* to have a clock in clear view of presenters.

* to start on time, regardless. (This is perhaps most important aspect of running a successful meeting.)

4. Establish a positive meeting environment. Take time to plan your meeting. Perhaps most important aspect to consider is environment where you will hold your meeting. To insure its success, be sure you:

* create an environment that is conducive to effective communication.

* set start and ending times that are conducive to all.

* develop environment around a theme.

* consider objective of meeting when selecting room.

* consider decorating room, if this is warranted.

* arrange and test audio-visual support before hand.

* arrange seating of participants and attendees, depending on estimated number of attendees.

* arrange seating plan for optimal effect.

5. Plan all activities. Take time to plan and plan again all events, people, places, and things related to objective and theme of meeting. Be sure to:

* gather input where relevant.

* take notes where necessary.

* prepare adequate quantities of handouts.

* prepare to post adequately announcement of meeting along with its agenda, times, participants, and any other relevant information.

* prepare backup materials.

* prepare post-meeting evaluations, where necessary, and summary handouts.

Remember: When you maximize your potential, every one wins. When you don't, we all lose.

© Etienne A. Gibbs, MSW