Get Those Meetings Moving!

Written by Arthur Cooper


Get Those Meetings Moving! By Arthur Cooper (c) Copyright 2003

How many times have you been in a meeting that has become bogged down and was going nowhere?

Scores?

Hundreds?

Maybe even thousands, if you have been around a while.

Here are a few tips to help you put some life back into those dreary, stagnant meetings and get things moving again.

1. Make sure you have a proper agenda.

This seems obvious. But a proper agenda not only showsrepparttar items for discussion, but allocates a fixed amount of time for discussion of each of those items. This ensures that you keep moving on.

It really is no good just listingrepparttar 105016 items – you must haverepparttar 105017 timings as well. If you are in charge ofrepparttar 105018 meeting you can make sure this is done. If you are not, then make sure you ask for such an agenda. Make it clear that your time is valuable and that you have to be gone by a certain time whateverrepparttar 105019 state ofrepparttar 105020 discussion.

2. Closerepparttar 105021 meeting immediately if a vital person is missing.

Ifrepparttar 105022 object ofrepparttar 105023 meeting is to reach a decision andrepparttar 105024 key decision maker is absent then it is a waste of everyone’s time to continue. What isrepparttar 105025 point of discussingrepparttar 105026 issues at length amongst those who are there if it must all be repeated again later?

Be positive. If you are in charge, stoprepparttar 105027 meeting immediately and reschedule it for another time. Propose its closure if you are not in charge, givingrepparttar 105028 reason, and say that inrepparttar 105029 circumstances you are unable to stay. You won’t be popular inrepparttar 105030 short term, but inrepparttar 105031 longer termrepparttar 105032 others will realise that you were right.

A CEO with Emotional Intelligence

Written by Susan Dunn, MA Clinical Psychology, The EQ Coach


Herb Kelleher was on my recent Southwest Airlines flight from San Antonio to Dallas – of all things! As you know, he wasrepparttar president of Southwest,repparttar 105015 man who made it a success. Then he resigned, I think he must be about 70, and is now Chairman ofrepparttar 105016 Board. Whatever his title, he still considers himself “Southwest Airlines” and so will you if you ever meet him.

Herb Kelleher did not followrepparttar 105017 rules, he broke them. Sincerepparttar 105018 beginning of time, full meals had been served on airlines. They were horrible, they wererepparttar 105019 stock-and-trade of every comedian, they must cost thousands to carry off, bad as they are, and yet they endured.

Herb, however, broke that rule (and many others) andrepparttar 105020 result is that Southwest Airlines is one of our best success stories.

One ofrepparttar 105021 most famous stories of this hands-on CEO was when he intervened onrepparttar 105022 behalf of union workers and then asked them in return to breakrepparttar 105023 record for turnaround time atrepparttar 105024 gate. Which they did. Southwest is known for its friendly labor relations in a rough industry.

About Herb. He got onrepparttar 105025 plane with a big grin and walked downrepparttar 105026 aisle greeting everyone and shaking hands, as if 'this is my plane and you are my people.'. He was obviously havingrepparttar 105027 time of his life. What a display of Emotional Intelligence competencies!

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