by Brian Tracy

MCMLXXXVIII
Nightingale-Conant Corporation
www.nightingale.com
1-800-525-9000
750pg
1
THE INSTITUTE FOR EXECUTIVE DEVELOPMENT
MANAGING
MEETINGS THAT
GET RESULTS
Twenty-one proven ideas you can use to make meetings
shorter, more effective, and more satisfying to everyone
in attendanceBased on years of research and
experience in companies worldwide.
THE EFFECTIVE MANAGER SEMINAR SERIES
This fast-paced series of 14 management seminars on DVD, with CD and workbook
accompaniment, has been designed to convey the greatest amount of usable information in the
shortest possible amount of time. The material in each program is based on management
seminars that have been developed for and presented to leading corporations for several years.
Each program is a condensation of 21 valuable ideas, methods, and techniques drawn from years
of practical experience. More than 100 hours of reading, research, and planning have gone into
each mini-seminar, giving you just the essential material that you need to be more effective
immediately.
Since people learn in three ways visually, auditorially, and kinesthetically these mini-seminars
are offered in DVD, CD, and workbook format to assure maximum learning and retention.
The learning process is flexible. You can take these seminars alone in your office or at home, on
DVD and then on CD, to review and reinforce the key ideas. You can follow along with the
workbook and use it as a planning tool for internalization and implementation.
As a busy executive, your most valuable resource is your time. With these DVD-based mini-
seminars, you can learn in one hour what might take you two or three days in a seminar or
workshop and save the cost of time off, travel, and other expenses.
Because these programs have been developed as presentations for live audiences, they are fast-
moving, entertaining, informative, and enjoyable to watch. Brian Tracy is a master of the video
medium; thousands of people in several countries attend his DVD seminars every month.
The idea behind this series was the discovery that 80 percent of the value of the information on
any subject is contained in less than 20 percent of the material available. In this series, you get
only the top 20 percent of ideas the techniques you can begin applying today to be more
effective and achieve better results.
You save time, you save money, and you get high-quality, low-cost professional instruction in the
key management areas where you must be knowledgeable if you want to fulfill your potential in
your organization.
The Effective Manager Seminar Series is a production of the Institute for Executive Development
and Nightingale-Conant Corporation.
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HOW TO BENEFIT MOST FROM THIS PROGRAM
The Creative Manager has been designed to save you time in learning the things you need to know
to be more effective.
Research in accelerated learning suggests several ways to learn faster and remember more. This
program is based on advanced learning techniques that can help make you a mini-expert in the
principles of effective leadership in a very short period of time.
You remember only about five percent of what you hear. You remember 20 percent of what you
see. You remember 40 percent to 50 percent of what you see and hear. You remember up to 80
percent of what you see, hear, write, and review. After six exposures to the material, spread
over a period of time, you can achieve almost total recall.
You also learn and remember more if you have a clear purpose for learning, a purpose that
affects you personally. If you set goals for applying what you learn, you will remember more.
You also learn faster if you discuss what you are learning and how it can be applied to your
personal situation.
Finally, you reinforce and expand upon what youve learned when you teach others.
Some Ideas for Learning and Retention
1. Review the workbook before viewing the DVD, to gain a quick overview.
2. As you view the DVD, follow along with the workbook, and jot notes in the appropriate
sections.
3. Stop and replay parts of the CD that are particularly relevant to you.
4. If watching with others, stop the DVD when appropriate, and discuss how the material could
be applied.
5. Review your workbook and notes some time after viewing the program think about your
answers to the questions.
6. Listen to the CD version in your car, for review.
7. Explain and teach to others the ideas you feel are most important. Encourage others to learn
this material also.
8. Continually think about how you can use these ideas to be more effective.
I hear and I think. I see and I remember. I do and I know.
Confucius
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CONTENTS
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Twenty-one Ideas You Can Use to Make Business
Meetings More Effective
1. Types of Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
2. Defining the Purpose of the Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
3. The Meeting As an Investment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
4. Determining the Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
5. How to Run a Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
6. Participating in Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
7. Problem-Solving Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
8. Decision-Making Model for Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
9. Problems in Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
10. Reasons for Ineffective Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
11. One-on-One Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
12. Meetings for Delegating Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
13. Meeting Facilities Internal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
14. Meeting Facilities External . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
15. Room Layout for Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
16. Making Presentations at Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
17. Developing Self-Confidence in Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
18. Parkinsons Law in Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23
19. Tips for Personal Meeting Effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23
20. Meetings Outside the Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
21. Meetings As Management in Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
4
INTRODUCTION
As a manager, one-quarter or more of your career will be spent in meetings. Meetings are an
essential part of the life of every organization. The more people there are, and the greater the
complexity required for the performance of interrelated tasks, the more necessary it is for people
to meet in groups to solve problems, make decisions, share information, and exchange views and
opinions.
Meetings are management in action, a major opportunity to display managerial competence (or
lack thereof), to develop communication skills, to influence and to persuade others, and to
advance the goals of the organization.
However, meetings are like advertising. It is estimated that 50 percent of the dollars spent on
advertising is wasted, but nobody knows which 50 percent it is. It is also estimated that half the
time spent in meetings is wasted, but nobody knows how to eliminate the unnecessary half. The
purpose of this program is to show you how to manage and participate in meetings more
effectively so that you get the maximum return on time invested in meeting with other people.
As a manager, the way you conduct a meeting and the way you perform in a meeting is a major
factor in your career success. In a meeting, you are being observed by both your superiors and
your subordinates. You can shine be a star contributor or you can bomb. Its up to you. But
you cant hide.
Effective executives are those who know how to run meetings well and to perform effectively in a
meeting environment. Since a major part of your career will be spent in meetings, it is essential
for your success that you learn how to get the very most out of meetings, and how to assure that
the meetings in which you participate get the results desired.
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1. Types of Meetings
The starting point in making meetings more effective is to determine what kind of a
meeting is being held and then to structure the meeting in such a way that you maximize
the time of the participants.
Following are five major types of meetings.
A. Information-sharing meetings. Process oriented. Round-robin type. The participants role is
to bring others up to date on his or her activities.
B. Problem-solving meetings. Mission oriented. The purpose of the meeting is to find a solution
to a specific problem.
C. Staff and operational meetings. Interdepartmental. The purpose of the meeting is to acquaint
representatives of different departments with the big picture.
D. Committee meetings. The purpose of the meeting is to review and plan ongoing activities, to
monitor progress, to get and give feedback.
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TWENTY-ONE IDEAS YOU CAN USE TO MAKE
BUSINESS MEETINGS MORE EFFECTIVE
E. Teaching and training meetings and seminars. The purpose of the meeting is to teach, instruct
participants in some subject.
Many meetings have elements of all of the five types. But to make a meeting effective, it
must be clear to everyone which basic type of meeting is being held.
2. Defining the Purpose of the Meeting
Ask and answer the question: Why is this meeting being held? What is the purpose of the
meeting?
A. Is the meeting necessary?
B. Is there another way to accomplish the same result?
C. Given the purpose of the meeting, who must attend?
D. What is the worst thing that could happen if no meeting were held at all?
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E. Can you define the purpose of the meeting in 25 words or less?
3. The Meeting As an Investment
Because there is a cost associated with each meeting, there must be an expected return in
excess of the cost.
A. To determine the cost, multiply the hourly wages of the participants times the number of
hours of the meeting.
B. Determine if this investment is justified.
C. Prior to and during the meeting, work to increase the return on investment.
4. Determining the Agenda
Always have a written agenda, and provide a copy for each participant.
A. Begin with a one-sentence description of the objective of the meeting.
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B. Organize the topics in their order of importance.
C. So people can be prepared, distribute the agenda at least 24 to 48 hours in advance of the
meeting.
D. Invite only those whose attendance is essential.
5. How to Run a Meeting
This skill is one of the marks of leadership that is most evident to people in your
organization.
A. Begin with an outline of the purpose of the meeting. (Spend five to seven minutes on this.)
B. Announce the adjournment time.
C. Begin on time. Assume that the latecomer is not coming at all.
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D. Encourage open discussion. Take the round-robin approach: Go around the table and have
people take turns making their contributions, to assure that everyone gets to speak.
E. Leaders or superiors should not dominate the meeting.
F. Whenever possible, delegate the meeting leadership, to build subordinate skills.
G. The meeting leader should keep the discussion on track.
H. Bring each point to closure before moving on.
I. Summarize at the end of each discussion point and at the end of the meeting.
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J. Have the minutes of the meeting typed and distributed within 24 hours.
6. Participating in Meetings
How you participate in a meeting is carefully observed by everyone at the meeting - your
superiors and subordinates alike.
A. Be prepared - do your homework.
B. Get involved early, with questions. The first five minutes are critical.
C. Be active; lean forward; nod, and encourage others.
D. Potential leaders are identified by the quality and quantity of their participation in meetings.
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7. Problem-Solving Meetings
The most common and often the most important type of meeting is the problem-solving
meeting. To make these meetings more effective:
A. Restate and define the problem until all agree on the definition. (What else is the problem?)
B. Identify all possible causes of the problem.
C. Develop decision criteria boundary conditions for the solution.
D. Develop possible solutions. Aim for quantity versus quality.
E. Test possible solutions against boundary conditions.
F. Press for a decision at the meeting.
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G. Assign specific responsibility for implementing the decision.
H. Set a specific deadline for completion of the tasks agreed upon.
I. Agree on how the implementation of the decision is to be monitored and controlled.
8. Decision-Making Model for Meetings
There are three fundamental steps in the decision-making process:
A. Have free discussion. Make certain all points of view are aired.
B. Arrive at a clear decision. Make a specific, measurable decision based on consensus.
C. Gain full support. All participants should agree to support the decision made, even though
some may not agree with it.
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9. Problems in Meetings
Following are reasons why problem-solving meetings are often counterproductive and
frustrating:
A. The members of the group fall into group think, which is a tendency to rush to a conclusion
without considering enough alternative solutions.
B. Group members want to avoid conflict (Lets not argue). Conflict avoidance takes priority
over solution quality.
C. The group values getting a decision more highly than getting a good decision.
D. The group is unduly influenced by those who speak more, louder, or faster.
E. The group has a tendency toward convergent thinking a momentum toward one answer,
often based on politics.
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10. Reasons for Ineffective Meetings
Following are reasons why meetings in general dont get results:
A. The directions or goals are vague; no purpose was outlined in advance.
B. The leader is ineffective he fails to keep the group on track.
C. The group leader dominates the discussion uses power or intimidation to control
the meeting.
D. The group fails to push through to a conclusion.
E. The group fails to decide on a clear plan of action.
15
11. One-on-One Meetings
One-on-one meetings are for information sharing.
A. They are held between a manager and his subordinate.
B. They are held once weekly, for 60 to 90 minutes, in the subordinates office.
C. The subordinate prepares an agenda of business and personal concerns.
D. The purpose is learning and teaching. The superior learns what is going on in the
subordinates work and life; the superior teaches the subordinate how to be more effective,
gives counseling and guidance.
12. Meetings for Delegating Assignments
Following are guidelines for delegating assignments in one-on-one or group meetings:
A. Explain clearly what is to be done.
16
B. Explain why its meaning or purpose.
C. Explain your preferred method of approach.
D. Set a deadline and a time to monitor progress.
E. To assure understanding, ask the employee to feed it back.
F. End the meeting with an expression of confidence in the employee and positive expectations
for him.
13. Meeting Facilities Internal
Following are guidelines for meetings held in the office:
A. In advance, check to be sure the room is available.
17
B. Arrange for necessary chairs and other furniture, materials.
C. Assure proper lighting and ventilation (68 degrees Fahrenheit is the ideal meeting room
temperature).
D. Provide coffee, and other refreshments if appropriate.
E. Cut off outside interruptions.
F. Start the meeting punctually. Close the door and begin.
14. Meeting Facilities External
An important executive skill is the ability to arrange and coordinate meetings in hotel
rooms or other meeting facilities away from the office.
A. Hotels lie. Leave nothing to chance. Assume that whatever can possibly go wrong will go
wrong when meeting in hotels.
18
B. Check out the room in advance layout, columns, lighting, sound system, kitchen access.
C. Recheck the meeting room at least one hour before the meeting is to be held.
D. Carefully read the function contract from the hotel. (Murphys law was probably
formulated after Murphy held a meeting in a hotel.)
15. Room Layout for Meetings
The way the room is laid out can make a major difference in the effectiveness of the
meeting and your presentation.
A. When youre leading a small meeting and are using a round or rectangular table, position
yourself opposite the entrance, so that participants are facing you and have their backs to
latecomers and other interruptions.
B. When youre a participant in a meeting, position yourself where you can have direct eye
contact with the meeting leader, and where you are facing the entrance.
19
C. For medium-size meetings, horseshoe-shape or box-shape seating is ideal, to assure
maximum group eye contact and relaxed interaction.
D. For large group presentations, position the chairs in chevron style that is, rows are at 90
degrees to each other; everyone is facing the front stage directly; there is some eye contact
across rows.
E. If youre using an overhead projector, or giving a slide presentation, place the screen in the
front left-hand corner of the room not directly behind the podium for maximum
visibility.
F. To assure the best possible meeting, carefully check out every detail in advance.
16. Making Presentations at Meetings
Presentations provide an opportunity for you to demonstrate competence, preparation,
knowledge, expertise, and command of your subject. Here are guidelines for using flip
charts during your presentation.
A. Flip charts should be prepared in advance. Put one blank sheet between each page of
information.
20
B. Use a tripod.
C. Write, speak, and ask questions as your presentation unfolds, to hold your viewers
attention.
D. As you go along, if appropriate, tear off and tape up pages with masking tape.
E. Bring your own pens and markers.
F. Practice your presentation run through it in advance, preferably with a small audience.
G. An effective presentation can advance your career it can make you a star!
21
17. Developing Self-Confidence in Meetings
Self-confidence is essential to your success.
A. If you are shy, determine to overcome it.
B. Join a chapter of Toastmasters International, or take a Dale Carnegie course.
C. Visualize. Prior to a meeting, create a clear mental picture of yourself performing effectively.
D. Do the thing you fear, and the death of fear is certain. Practice systematic desensitization
by speaking up and contributing to every meeting.
E. Your future may depend on your effectiveness in meetings.
22
18. Parkinsons Law in Meetings
Meetings expand to fill the time allotted for them.
A. Group meetings. Set specific times to start and stop, and stick to them.
B. One-on-one meetings. When you begin, set a specific time period for the meeting.
19. Tips for Personal Meeting Effectiveness
Following are ideas for saving time spent in unproductive meetings:
A. As a participant, avoid attending if your presence is unnecessary.
B. As a participant, have the item or items that affect you discussed first. Then depart.
C. As a meeting leader, give people permission not to attend if their participation is not
essential.
23
D. As a leader, give people permission to leave when they have made their contribution.
E. Ask for help. Ask for the cooperation of everyone to make the meeting more effective.
20. Meetings Outside the Office
Following are guidelines for holding business meetings on other peoples territory (at the
offices of customers, suppliers, bankers, lawyers, accountants, branch offices, etc.):
A. Define the purpose of the meeting in advance, mutually.
B. Prepare thoroughly; have everything you need.
C. Restate the purpose and agenda at the outset of the meeting.
D. Agree on the time to adjourn the meeting.
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E. Stay on track.
F. Press for closure.
G. Summarize at the end of the meeting.
H. Keep complete notes. (The power is on the side of the person with the best notes.)
21. Meetings As Management in Action
Meetings are a key management tool, a skill of effectiveness that must be learned and
mastered.
A. Make a decision to become excellent at leading meetings.
B. Make a decision to become excellent at participating in meetings.
25
C. Remember, preparation is key.
D. Practice, practice, practice until you master the skill.
You can turn regular management meetings into high-payoff opportunities for yourself and
your company. You can guide, direct, and build your subordinates. You can impress your
superiors. You can get work done that can be done in no other way. You can solve problems,
make decisions, influence, persuade, and control the flow of events. You can do all this by
practicing the ideas in this program.
26
The Psychology of Achievement
Capitalize on skills and talents you never knew you possessed, after hearing
this outstanding program, showcasing Brian Tracy at his very best. It
makes for fascinating listening, and youll marvel at the revelations.
Through refined, easy-to-use mental-programming techniques, you will
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Six CDs with Progress Guide 5031CD
The Psychology of Success
You always expect more from Brian Tracy, and he always delivers more! In
addition to 10 proven principles for winning, Brian shares with you: two
things to do right away for greater happiness, success, and wealth; nine
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Six CDs 1911CD
The Psychology of Selling
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Six CDs with Progress Guide 1651CD
How to Start and Succeed in Your Own
Business
In your own business, the rewards can be simply sensational freedom,
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Six CDs 451CD
27
SUGGESTED LISTENING FOR FURTHER HELPFUL
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Call toll-free 1-800-525-9000 to place an order or to receive further
information on any of these programs.
10 Keys to a More Powerful Personality
64 Minutes Viewing Time
Enjoy Brian Tracys dynamic and forceful personality on video as
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One Videocassette (or DVD when available) 5711V
24 Techniques for Closing the Sale
65 Minutes Viewing Time
Ever the consummate salesperson, Brian closes you with 24
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SUGGESTED VIEWING FOR FURTHER HELPFUL
INSIGHTS BY BRIAN TRACY
Call toll-free 1-800-525-9000 to place an order or to receive further
information on any of these programs.
29
Setting Business Strategy
Now you can think strategy, plan strategy, implement
strategy, and live strategy, secure in the knowledge that
youve touched all the bases, covered all eventualities . 744
Leadership: The Critical Difference
Brian Tracy captures the very essence of leadership no
small task and presents it for all to see and understand.
You learn the seven steps to becoming a truly effective
leader, plus much more. . . . . . . . . . . . . . . . . . . . . . . . . . 745
The Excellent Manager
What to do... how to do it... when and where to do it... its
all here! Discover the 21 steps to becoming an excellent
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vital functions of a manager . . . . . . . . . . . . . . . . . . . . . . 746
How to Hire; How to Fire
At last, someone has taken the mystery out of hiring.
Heres how to greatly improve your odds of getting and
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yourself when you fire an employee. . . . . . . . . . . . . . 747
Delegating and Supervising
I t s not what you know about these vital areas that gets you
in trouble its what you dont know. Never get swamped,
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a l l the ins and out of these two crucial skills . . . . . . . . . 7 4 8
Motivating People Toward Peak
Performance
Learn the one overriding key factor in getting the most
from people. Become a whiz at multiplying your
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commit your people to big assignments, knowing theyll
come through. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 749
Managing Meetings That Get Results
Conducting great meetings is like giving great parties
everybody leaves satisfied. Get the most from your
meetings by giving the most. Learn the key to results-
oriented, effective meetings. . . . . . . . . . . . . . . . . . . . . . . 750
Negotiating Strategies and Tactics
Why argue when you can agree? Learn the four secrets
discovered in the Harvard Negotiation Project, plus much
more. Never again dread bargaining, and learn how you
can want more and win. . . . . . . . . . . . . . . . . . . . . . . . . . 751
Executive Time Management
Deep in your heart, you know whether or not youre a
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Marketing Strategy for Fast Growth
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How to Sell Well
Is your company realizing virtually all possible sales? Or
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The Creative Manager
Dont back off and claim youre not creative and never will
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Superior Sales Management
Learn the skills of being a friend, a counselor, a confidant,
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exec. Anyone, from a sales manager to an accountant,
benefits from this people-oriented analysis. . . . . . . . . . 756
Pathways to Personal Progress
Learn to develop the key requirements for success while
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Choose One...
Several... or All
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Pragmatic, Multimedia Seminars
Call toll-free 1-800-525-9000 to place an order or to
receive further information on any of these programs.