What Every Executive Should Know

Written by Etienne A. Gibbs, MSW, Management Consultant and Trainer


Continued from page 1

Inrepparttar next booklet, What An Executive Should Know About Managing Time Profitably, Mr. Ken Allen deals withrepparttar 119485 art of procrastination and presents a step-by-step program to manage your time effectively.

In his other booklet, What An Executive Should Know Aboutrepparttar 119486 Art and Science of Self-Assessment, Mr. Allen helps you gauge your progress and detailsrepparttar 119487 factors to consider in your systematic self-appraisal.

Mr. Clarence Francis wroterepparttar 119488 seventh book inrepparttar 119489 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 buildrepparttar 119490 climate conducive to experimentation,repparttar 119491 development of new ideas, a different approach, and unconventional solutions to conventional problems.

Dartnell in its booklet series has educated, motivated, and challengedrepparttar 119492 executive to move uprepparttar 119493 career ladder. They are excellent lessons you ought to apply. I recommend that you orderrepparttar 119494 series.

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

Etienne A. Gibbs, MSW, Management Consultant and Trainer, conducts seminars, lectures, and writes articles on his theme: "... helping you maximize your potential." For more information visit www.maximizingyourpotential.blogspot.com, or email him at eagibbs@ureach.com.


Conducting Successful Meetings

Written by Etienne A. Gibbs, MSW


Continued from page 1

* a chairperson or Master of Ceremonies to move topics along without rushingrepparttar 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 thatrepparttar 119484 most important topics or pressing matters are covered first.

3. Assign particular responsibilities. Be sure to select responsible people to carry outrepparttar 119485 responsibilities of your meeting. Also be sure:

* to matchrepparttar 119486 topics and tasks with competent presenters.

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

* to gainrepparttar 119487 concurrence of your key participants.

* to have a clock in clear view ofrepparttar 119488 presenters.

* to start on time, regardless. (This is perhapsrepparttar 119489 most important aspect of running a successful meeting.)

4. Establish a positive meeting environment. Takerepparttar 119490 time to plan your meeting. Perhapsrepparttar 119491 most important aspect to consider isrepparttar 119492 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.

* developrepparttar 119493 environment around a theme.

* considerrepparttar 119494 objective ofrepparttar 119495 meeting when selectingrepparttar 119496 room.

* consider decoratingrepparttar 119497 room, if this is warranted.

* arrange and testrepparttar 119498 audio-visual support before hand.

* arrangerepparttar 119499 seating of participants and attendees, depending onrepparttar 119500 estimated number of attendees.

* arrangerepparttar 119501 seating plan for optimal effect.

5. Plan allrepparttar 119502 activities. Takerepparttar 119503 time to plan and plan again allrepparttar 119504 events, people, places, and things related torepparttar 119505 objective and theme ofrepparttar 119506 meeting. Be sure to:

* gather input where relevant.

* take notes where necessary.

* prepare adequate quantities of handouts.

* prepare to post adequatelyrepparttar 119507 announcement ofrepparttar 119508 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

Etienne A. Gibbs, MSW, Management Consultant and Trainer, conducts seminars, lectures, and writes articles on his theme: "... helping you maximize your potential." For more information visit www.maximizingyourpotential.blogspot.com, or email him at eagibbs@ureach.com.


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