Make Money: Follow Up On Conferences

Make Money: Follow Up On Conferences – We’ve all been stuck on a bad date. You arrive on time only to start the meeting 10 minutes late. Daily agenda? It’s unclear. Responsible person? Furthermore. Some people start having ideas, others reject them. Nothing is really decided and the meeting ends, leaving you to silently lament the hours lost. There is a better way. Talking to more than 500 CEOs for my weekly Corner Office column, I’ve learned the rules for running an effective meeting. No matter the topic, these tips and strategies can help anyone.

“Give me an agenda or I won’t sit on it, because if I don’t know why we’re in a meeting, there’s no reason to have a meeting.” – Annette Catino, Executive Director, QualCare Alliance Network.

Make Money: Follow Up On Conferences

It may seem like an obvious need, but many meetings begin without a clear purpose. The meeting agenda can be summarized in a brochure, written on the board or clearly discussed at the beginning, but everyone should know why they are meeting and what they are achieving. The agenda provides a compass for the conversation, so the meeting can return to it if the discussion goes off the rails.

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If the leaders make sure they have an agenda before the meeting starts, everyone will quickly fall in line.

“If I don’t have a plan in front of me, I fall out,” said Annette Catino, executive director of the QualCare Alliance Network. “I won’t sit there if you don’t give me an agenda, because if I don’t know why we’re at the meeting, if you don’t know why we’re there, there’s no point in the meeting. . It’s really important to me that people pay attention and pay attention and not just walk into a room and talk about who won the Knicks game last night. “

Nothing drains energy from a room like waiting for the person in charge to show up. Why do so many people in power have a bad habit of being late for meetings? Are they that busy? Or is there some satisfaction in having everyone waiting for them, a reminder that their time is more valuable than anyone else’s?

Time is, of course, money, and all this waiting to guess when the boss will be is a waste of a precious resource. When establishing the informal rules of the organization, employees follow the lead of the person in the corner office. If that person wants meetings to start on time, meetings will start on time.

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Terry Lundgren, president of Macy’s, has never shied away from enforcing a strict punctuality policy. If the meeting is at 8 in the morning, you are not here at 8:01, but at 8, because the meeting was supposed to start at 8 am,” he said. “Working people who can’t finish the last phone call to get there have to discipline themselves to get there on time.” J

Starting on time is just as important as finishing on time. A deadline will help you stick to your schedule and get people back to work quickly. “I like to have an agenda that we think about,” Lundgren added, “and we say, ‘This meeting is going to be two hours,’ and we force ourselves to set an agenda.”

Take the last few minutes of each meeting to discuss next steps. This discussion should include deciding who is responsible and what the deadlines are. Otherwise, the time you spent at the meeting will be wasted.

“Who has the ball?” said Shellye Archambeau, CEO of MetricStream, a company that helps companies meet compliance standards. he likes to end his meetings with a question

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“When you play and the ball is thrown to you, you have the ball and now you control what happens next,” she said. “It belongs to you. It becomes a very visible concept to make sure there’s actually ownership to make sure things happen.

Mark Toro, managing partner at real estate firm North American Properties – Atlanta, uses a term to wrap up meetings that has become a common acronym in office emails: W.W.D.W.B.W., which stands for “Who Does What When?” to go

“If someone in a meeting says, ‘We need to sign this contract,’ everyone knows what the next question is going to be. I type the acronym in emails so often—”W.W.D.W.B.W.”—that my phone automatically fills it in. we and everyone else, but we try to do with the people we work with. We’ve developed a system where, before we hang up on someone, we say, “When do you think I can? We will say, we will look at those who deliver and those who do not.

“We’re very clear at the beginning of every meeting whether it’s a one-person decision or whether it’s more of a consensus-building discussion.” – Carl Bass, former CEO of Autodesk. establish ground rules

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Ask yourself, “What is the role of the meeting participants?” The clearer you can be about what you want from them, the better; People are more likely to contribute if they know what role they have to play. Is the purpose of the meeting to give orders? Brain? Discuss an action plan? To help you clarify the type of meeting you’re having, try one of these leadership strategies or use them as inspiration to develop your own:

Be clear whether your thoughts are an idea or a command. Dawn Lepore, former CEO of Drugstore.com, sometimes used this structure as a shortcut to the purpose of her meetings: “People don’t always know if you’re thinking of something like an idea or if you want them to do it. The light bulb is just an idea that came to my mind, so think about it. It’s a weapon, I want you to do it.

Who should make the final decision on an issue? Sheila Lirio Marcelo, CEO of Care.com, a company that helps people find caregivers, has developed a system to signal who’s in charge: walk in.” , so the person can still make the decision. Type 3: It’s a compromise. It’s a good way for effective problem solving.”

Not all decisions are made by consensus. One of the main responsibilities of a leader is to bring as many ideas to the table as possible. But you need to be clear when you’re simply asking for information. Carl Bass, former CEO of Autodesk, said there is often an internal tension in encouraging people to share their opinions in order to trust a decision. It will all come down to democratic voting. Here’s how he approaches it: “We’re very clear at the beginning of every meeting whether it’s a one-person decision or more of a consensus-building discussion,” he said. “I think that’s really worth understanding, otherwise people can get frustrated with expressing their opinions but not understanding the larger context for the final decision.”

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“Your job as a leader is to be at the end of the meeting, not at the beginning.” – David M. Court, Executive Chairman of Honeywell.

If you have a meeting, be clear about the agenda and what you want to achieve, but it’s time to be quiet and talk to others. If you share your ideas first, you’ll likely look around the table with people who say you completely agree with their instincts.

That’s a lesson Navin Nagiya, head of web content software company DNN, learned for himself.

Sometimes I have all the information about something in advance, and sometimes I am the first to come up with a conclusion, he said. “When you present a conclusion, there is no debate. Even though you don’t have someone else’s perspective, those perspectives are still important to your understanding of business or other decisions. Then you should stay.”

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“Your job as a leader is to be at the end of the meeting, not at the beginning,” he said. “Your job is to get all the facts out of the way, all the ideas out of the way and ultimately make a good decision, because it’s measured by whether you made a good decision, not whether it was your idea in the first place.”

“If you’re not going to participate, that means you’re out of our league.” -Julie Greenwald, president and COO of Atlantic Records.

Any of these situations can cause people to self-censor, denying them the opportunity to get the best ideas and make the smartest decisions.

Kathleen Finch, Program Manager, Director of Content and Brand, Scripps Networks Interactive;

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