November 21st 2008
Did I do something wrong here?
This is the biggie. Use it when you have put a lot of work into the proposal—and you feel as though the prospect has, too—but you’re suddenly running into a brick wall that has no name or description, and didn’t seem to exist yesterday. Continue Reading »
November 21st 2008
The questioning ideas will help you identify what’s really going on in just about any selling situation that involves a sales obstacle or challenge. Of course, you may wish to target your questions more specifically.
Below, you’ll find some more narrowly focused questions for specific challenges you may face. Continue Reading »
August 8th 2008
Each manager’s routine was different, reflecting his or her unique style. Nonetheless, hidden within this diversity we found four characteristics common to the “performance management” routines of great managers.
First, the routine is simple. Great managers dislike the complexity of most company-sponsored performance appraisal schemes. They don’t want to waste their time trying to decipher the alien terms and to fill out bureaucratic forms. Instead they prefer a simple format that allows them to concentrate on the truly difficult work: what to say to each employee and how to say it. Continue Reading »
August 4th 2008
No manager can make an employee productive. Managers are catalysts. They can speed up the reaction between the talent of the employee and the needs of the customer/company. They can help the employee find his path of least resistance toward his goals. They can help the employee plan his career. But they cannot do any of these without a major effort from the employee. In the world according to great managers, the employee is the star. The manager is the agent. And, as in the world of performing arts, the agent expects a great deal from his stars. Continue Reading »
August 1st 2008
To increase the effectiveness of your presentation, allow your audience to get involved: to question, clarify, or to redirect what you are saying. You can allow questions before, during, or after your presentation; each time has certain advantages.
This assumes your audience knows a good deal about your subject and has questions before you begin. By getting these questions out ahead of time, you get an idea of what people want to know and can reassure them that their questions will be answered during your presentation. It allows you to tailor your material to the needs of a particular group. Continue Reading »
July 28th 2008
Most of the suggestions offered to the manager/chairperson are aplicable to you as a group member. You just can’t be as directive.
July 24th 2008
Keep in mind that most meetings aren’t very effective as they are now run. When you get a chance to facilitate or record, it will be because your group has agreed that it is worth trying something new. You are probably going to look good no matter what you do. The mere presence of a facilitator, recorder, and group memory will do wonders. Even if you think you have done a lousy job, your group may well be impressed just because it will all be so new. Explain that you are learning and will make mistakes. Ask people to help you stay in your role and remain neutral. You are there to help them. It’s their meeting and they share the responsibility for making it a success. Continue Reading »
July 24th 2008
No matter how many books you read, how many training programs you attend, or how many meetings you run, you can always improve your facilitating and recording skills. Professionals in any field know this. Famous athletes or performers are constantly experimenting, trying new techniques, striving for perfection which they know, no matter how hard they work, no one can attain. Even if you’ve been fortunate enough to receive professional facilitation training, if you want to become a topnotch facilitator or recorder, you will have to continue learning by yourself. Continue Reading »
June 19th 2008
Assuming a meeting is necessary, here are some guidelines for running meetings in an intelligent and decisive manner.
If you are elected as either chairperson or secretary, you will be involved in the pre-meeting arrangements. The secretary makes most of these practical arrangements. But he or she should do this in consultation with the chairperson, who needs to be kept fully informed of developments.
Let’s take a look at the when, where and how of an effective meeting: Continue Reading »
June 18th 2008
Don’t allow the discussion to reach a hurried and unsatisfactory conclusion. Make sure that the final conclusion is clearly stated.
If a substantial number of group members are still in disagreement, invite them to draw up a minority report. Make sure that decisions are recorded in writing. Within a day or two you may have forgotten the details of even the most important meeting. Writing down decisions ensures that everyone knows what they are supposed to do. In this way your meetings will culminate in action. Continue Reading »
