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Participant Manual DALE CARNEGIE® of Central Florida Presents Meetings That Work: On Track and On Time For Transitions Academy
Participant Manual
DALE CARNEGIE® of Central Florida Presents
Meetings That Work: On Track and On Time
For Transitions Academy
Copyright © 2018 Dale Carnegie & Associates, Inc. 290 Motor Parkway Hauppauge, NY 11788 All rights reserved. Except as permitted under the U.S. Copyright Act of 1976, no part of this publication may be reproduced, distributed, or transmitted in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. PR-01132017-CS
Table of Contents
Meetings That Work: On Track and On Time
Overview and Outcomes ....................................................................................1
Meeting Complexity Chart ........................................................................ 2 Meeting Productivity ................................................................................ 3
Professional Meeting Best Practices......................................................... 4 Hosting a Guest Presenter or Meeting Participants.................................. 5
Leader’s Pre-Meeting Checklist ................................................................ 6 Pre-Meeting Planning Checklist ................................................................ 7
Red-light / Green-light Thinking Model .................................................... 8 Stay On Track and On Time....................................................................... 9
The Virtual Meeting…………………………………………………………………………....10
Post-Meeting Considerations ................................................................. 11 My Meeting Plan for Group Discussion .................................................. 12 Assertive, Aggressive, and Passive Behavior........................................... 13
Example Agenda 1................................................................................... 14
Example Plan........................................................................................... 15
Example Agenda 2................................................................................... 16
Example Plan........................................................................................... 17
Action Plan .............................................................................................. 18
Meetings That Work: On Track and On Time
When planned, conducted, and led effectively, meetings can have an enormous positive impact on an organization. Regardless of the complexity of the meeting or format (in-person or virtual), proper planning is essential to strengthen, enhance, keep on track, Shorten, and even eliminate future meetings. An effective meeting should leave the participants feeling productive, energized and prepared to tackle any action or project.
By applying Dale Carnegie’s principles and by gaining the willing cooperation of others, you become the catalyst for beneficial outcomes for colleagues, customers, managers and yourself.
Outcomes
1. Enhance in-person and virtual meeting participation through increased engagement
2. Discover ways to build cooperation and positive results in meetings
3. Create guidelines for meeting effectively in-person and virtually – stay on track and on time.
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Meeting Complexity Chart N
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20
10
5
2
Type of meeting
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Meeting Productivity
Stoppers
Not staying on time
Key people not there
Enhancers
Use timer to stay on track Reschedule if key people not present
Good participants come to a meeting prepared for the business at hand—with reports ready, concerns over key issues thought out and questions about key issues organized. They also bring to the table their best listening skills and professional meeting best practices. These participants, for example, take turns talking, stay on the point of discussion, and help to move decisions forward.
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Professional Meeting Best Practices
Preparation Arrive promptly
Greet everyone
Position yourself
Listen
When guests arrive
Leaving the meeting
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Host Guest Presenters or Meeting Participants Guidelines for Introductions
A formal introduction in a meeting setting serves to identify the common ground between two people or a person and a group. It prepares listeners to give full attention to the person being introduced and the subject that he or she will present. It highlights his or her credentials and the relationship between what the person will present and what the audience is interested in hearing.
Begin by clarifying the message or topic under discussion. Establish the importance of the message or topic to the listeners – why this will benefit them. Present the qualifications of the person. Establishing qualifications increases listeners’ interest
and convinces them that this is the right person to present on the topic and is a good resource person to get to know. The number of qualifications given depends on the formality of the situation. A very formal introduction at a strategy meeting would be more extensive than relating qualifications at an informal team meeting.
Qualifications must be relevant to the context of the meeting and the group. For example, we may mention sales success for a sales training meeting and mention leadership qualifications at a strategic planning meeting for the same person.
Presenter’s name should be stated with clarity, conviction, excitement and a sense of anticipation.
Set the presenter up for success by positioning him/her as a subject matter expert worthy of attention.
Thank a Guest Presenter or Meeting Participants
As the meeting leader, speak on behalf of the group. When a team member or guest has contributed significantly to the meeting, it is an excellent opportunity to express formal appreciation. Thank the contributor by acknowledging the value of his or her message or ideas to the meeting and the interests of the group. Use the person’s name and cite one specific area of interest that has particular meaning to the situation. Depending on the size and formality of the meeting, lead applause.
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Leader’s Pre-Meeting Checklist
Clarify the purpose of the meeting
Make arrangements for meeting contributors, guests, special needs or other logistics.
Prepare and distribute an agenda.
Anticipate and plan for potential questions and resistance
Prepare formal introductions and handouts.
Arrive early for facility logistics and set-up
12 Ways to Build Collaboration and Cooperation
From How to Win Friends and Influence People by Dale Carnegie
1. The only way to get the best of an argument is to avoid it.
2. Show respect for the other person’s opinion. Never say, “You’re wrong.”
3. If you are wrong, admit it quickly and emphatically.
4. Begin in a friendly way.
5. Get the other person saying “yes, yes” immediately.
6. Let the other person do a great deal of the talking.
7. Let the other person feel that the idea is his or hers.
8. Try honestly to see things from the other person’s point of view.
9. Be empathetic with the other person’s ideas and desires.
10. Appeal to the nobler motives.
11. Dramatize your ideas.
12. Throw down a challenge.
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Pre-Meeting Planning Checklist
√
Meeting title and purpose (subject line in email):
Attendees (names, email addresses):
Physical location, Link, Call in information needed:
Meeting time and duration:
What do people need to bring?
Agenda with Responsible Person and Time Frame:
Plan activities / set up virtual room: (warm-up, slides, layouts, webcam, etc.):
Miscellaneous items:
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Red-Light / Green-Light Thinking Model
The thinking mechanism of the human brain consists of two elements: one part for uninhibited creative thinking and the other for analytical or judicial thinking. The term “green-light” thinking applies to the thought process most conducive to generating ideas. For this, the quantity—not the quality—of ideas is emphasized. The judicial part of the mind analyzes and evaluates ideas emanating from the creative, uninhibited part. Here, the focus is on the quality of ideas. The term “red-light” thinking is often used to describe this process.
Because most of our educational processes and systems have been devoted to developing judicial thinking (i.e., an ability to make decisions, compare and evaluate situations, distinguish between correct and incorrect, etc.) most people have far more creative ability than they realize. In fact, our potential in this area is always present and can be developed rather easily with the proper coaching.
Daniel Pink, in his 2005 book, A Whole New Mind, argues that we are entering a new age where creativity is becoming increasingly important. In this conceptual age, we will need to foster and encourage right- directed thinking (representing creativity and emotion) over left-directed thinking (representing logical analytical thought).
“Green-light” and “red-light” thinking are two different processes that are both useful in meetings. They complement each other but cannot be applied at the same time.
The Key: Always Separate Them!
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Stay On Track and On Time
Start and end on time.
Ask for a volunteer to take notes.
Open with the purpose for the meeting and time frame.
Keep the meeting moving at an energetic pace.
Introduce guests or participants depending on the situation.
Clarify the key issue or problem.
Encourage an open and casual environment.
Encourage participation from everyone.
Discuss only one issue at a time and practice good listening skills.
Avoid interrupting other speakers.
Keep a list of topics that are important but should be discussed at a later time or in a different format.
Make frequent summaries of discussion.
Ask questions and show appreciation for everyone’s input. Express your
ideas last.
Use a timer and keep to the agreed on time frames.
A good meeting leader understands the purpose of a meeting, makes sure that all participants understand this purpose, helps keep the discussion on track, works with participants to carry out the business of the meeting in the time allotted, and tries to ensure that everyone is involved appropriately in discussions.
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The Virtual Meeting
In addition to the leadership strategies that apply for all meetings, virtual meetings have some special considerations.
Learn your online meeting tool: click on everything!
Provide accurate technical details to attendees in advance.
Prepare digital handouts and file share them or send them in advance.
Listen for signs of boredom from participants; change the action.
Get people “using the tools” and actively contributing.
Change the virtual room layout; create motion with new visuals.
Do the unexpected; add a website share, a poll, or whiteboard activity.
Encourage the use of webcams.
Cushions
When opinions differ, use cushions to be assertive yet soften the message.
No “But, Yet, However”
I hear your concern… Let’s consider this … I appreciate your input… Let’s also discuss … What would happen if… Have you thought about…
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Post–Meeting Considerations for the Leader
Summarize meeting discussions, results and decisions. Follow up by email on decisions, action steps and due dates. Evaluate the meeting and consider having participants evaluate its value as well. Devise checkpoints to keep everyone on schedule and focused on results.
Results / Decisions:
Action items:
Who is responsible?
Due date:
Next meeting scheduled:
Follow-up Plan - email, checkpoints, etc.:
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My Meeting for Group Discussion
√
Meeting title and purpose (subject line in email):
Attendees (names, email addresses):
Physical location, Link, Call in information needed:
Meeting time and duration:
What do people need to bring?
Agenda with Responsible Person and Time Frame:
Plan activities / set up virtual room: (warm-up, slides, layouts, webcam, etc.):
Miscellaneous items:
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Example Agenda 1
“Winning Team” Meeting Agenda Items 1. Morning motivation or mirth. Someone on the staff tells a motivational experience or a funny
story. This acts as a kickoff and also gives someone storytelling practice in front of a group.
2. Success announcements. Give everyone a chance to brag about his or her currentaccomplishments. Sales, big deals, goals exceeded and achievements made. Encourage teammembers to relate important personal events – these can be very motivational for the personspeaking and for the team to hear.
3. Frustrations shared. Allow one or two minutes to share challenges and frustrations. Don'treact immediately. Let everyone help create solutions and answers as the meeting progresses
4. Two minute administrative details talk. The rest can be emailed. People don’t remember alot of details.
5. Five-to-ten minutes of customer, product or industry knowledge. Communicate importantbits of information that customers can use, benefit, produce and profit from.
6. Best practices. Recognize how team members succeeded (e.g., made a tough appointment,provided successful follow-up, completed a sale).
7. Lesson of the week. Someone on the team prepares and delivers a short presentation on animportant aspect of customer service, a selling process, support services or any other specificfocus for the team.
8. Networking opportunities discussed. Ask someone to prepare ideas on where you can go tomeet new people and prospects.
9. Expectations of the week. Each person affirms what he or she seeks to accomplish this weekwith respect to his or her efforts.
10. Generate ideas. As the leader, offer a suggestion to inspire others and then listen.
11. End positively. Two minutes of something motivational and inspirational – a business socialmedia item (e.g., a memorable tweet), a recording, a reading, a story shared, or a YouTubeclip.
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Example: “Winning Team” Meeting Plan
Total Meeting Time:
Time Segment
Topic
Owner
Who will facilitate topic?
Action Steps
Who is responsible?
Example: 8:00 – 8:05
Morning Motivation
Jane
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Example Agenda 2
Problem Solving Meeting Agenda Items 1. Motivational Opening. Someone tells a motivational experience or a funny story. This acts as a
kickoff and also gives someone storytelling practice in front of a group.
2. Overview of Purpose of the Meeting. Leader or key stakeholder gives a high level overview of the purpose of the meeting.
3. Introductions. Each person is introduced in relation to the skills or expertise they bring to the problem at hand.
4. Meeting Guidelines. A review of the Problem Solving Process and a review of Red-light / Green- light Thinking.
5. Statement of the Problem. The way a problem is stated influences whether the input will be creative or judgmental. It is important to keep “causes” of the problem out of the statement
Get agreement on the problem statement before moving on.
Provide an example of the problem, if needed.
6. Identify Causes of the Problem. Use the Affinity Process or other idea gathering methods to identify as many causes as possible.
7. Look for “Root Causes.” These are things that must change before anything else can change.
8. Identify Possible Solutions. Use “green light” thinking to identify solutions to the root causes. The meeting may end here to have people research the best solutions for the next meeting.
9. Choose the Best Solution. Determine the method of decision-making. The more people that agree on the solution, the better the chances that the implementation will succeed.
10.Close the Meeting. Review action Items, congratulate and thank everyone for their participation. End on a high note.
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Example: Problem Solving Meeting Plan
Total Meeting Time:
Time Segment
Topic
Owner
Who will facilitate topic?
Facilitation Method
Example: 10 – 11:00
Causes of the Problem
Jane
Affinity Process
Due Date
Action Item
Person Responsible
Resources
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Action Plan
Things I will START DOING in my meeting participation, planning, execution and follow-up:
Things I will STOP DOING in my meeting participation, planning, execution and follow-up:
Organizational Impact:
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