Reporting from the battlefield is conducted by a student at the University of Practical Psychology:
Meetings are a great place to observe that people absolutely do not hear each other and, no less, and maybe more importantly, do not even want hear. At this meeting only the owner of the company showed tact and "syntonism". Men-tops were silent most of the time. Women ... I do not even know what to call it. In an attempt to prove something, they were ready to wrest one another’s hair. And not only hair. At the same time, they clearly did not hear each other. They argued on issues that sometimes did not even intersect with each other. It was very interesting to observe the dynamics of the meeting - as the intensity of passions increased, reached the peak and then began to fade. But at some point, again, came out on a new peak with someone’s light hand, throwing a new bucket of combustible material. The energy of these women is so much that there is enough to set fire to a new Sun!
What caused a new round of mutual accusations and screams? Most often these were accusations of someone s address: "This is your department does nothing," "These are your employees do what they want," "You always take things hostile," "You never want to do anything." No less popular were the destructive questions with the appropriate intonation: "Well, who do you think this should do?", "Well, what will it help us with?", "How much can I repeat?", "Well, whose fault is it?"
The result of eight! hour meeting was the decision that one of the departments would prepare data on the raised issue and transfer it to the owner, and he would decide what to do about it... And it would be ridiculous if it were not so sad. According to my estimates, the cost of two meetings held, transferred to the cost of people involved in it, about 250 thousand rubles. This is the daily wage fund of my entire department in mid-seasonal time. A department that provides goods to 270 stores, including an online store.
So: long meetings - killing an effective business. How to gather on business, solving questions on the mind and quickly?
The best meeting is a prepared meeting. And this means that you need Data, you need a Vision of the result and Effects Lever.
Well, Strong Figures that can organize the right impact.
Data - collect. Get acquainted with the essence of the issue, collect the necessary initial data and information, conduct informal consultations with people who can either a) know something, b) can help or c) influential figures, on the mood and opinion of which the final decision depends. Now - thinking, analyzing and thinking over the strategy... Try to directly lose the possible options for the development of events at the next meeting, figure out who will say what in response to your proposals, who will be for, who against, why, how to get around the protests and how to interest main people with your decision vision. The best meeting is, the results of which you already in fact know... Now - actually the meeting. At the meeting you need to gather only the right people, no one extra - distract attention, interfere. If you want to create a business or a warm atmosphere, you can make tea and raise warm personal topics. If everything is sensible and collected, you can get down to business right away: briefly what is the problem, what situation, what can and should be done in your opinion, what do you assume, what do you expect from those present.
Meeting is always a discussion. Here they are, the main rules of the discussion, so that everything is quick and on the case:
• We start from the end. The best statement is a sentence of the final formulation, which could be included in the final document.
• Thesis of speech. I say the main thing at once, briefly and clearly, in the format "What to do."
• Questions seriously - just prepared.
• Criticizing - offer or be silent. In extreme cases - indicate intentions: "I do not argue, but this can not be done."
• Reaction to any opinion is total Yes. In complex cases - "Repeat - agree - add".
• For any performance - 1 minute. All.
If you speak, remember additionally: the clearer, shorter and more clearly you all state, the better. Think about what to do accents. It’s a good rule - when talking about, think about specific formulations and theses that should remain in the minds of people, and look into your eyes: have you already heard, understood? In complex cases, when your idea can really not be understood, it is worth a) to draw, b) to ask how you were understood, c) to ask questions and answer them.
When talking about what can and should be done, it is better to offer not one but several options. It is important: it is better to put the desired option to you either first or last in the list, in this case it attracts maximum attention.
Remember Homer’s rule: it’s best to put arguments in such a way that first a couple of strong and better rational arguments sound, then you can refer to one or two medium (but not weak!) circumstances, and in the end give one, the strongest argument, and better emotional plan.
If the proposed options describe their pros and cons, people will be easier to make the right decision.
As for making a decision, voting is not the best and rather a forced measure in effective meetings. It is more effective when the leader, having discussed everything, makes a decision himself. Another reasonable variant of the decision of the head is the appointment of responsible persons (experts) who will collect all the comments and will finish the decision themselves.