Saturday, March 30, 2013

Tips on How to Run a Productive Meeting

Most often good decisions and successful projects are influenced primarily by good meetings.  Here are some tips on how you could facilitate a good and productive meeting:

  • Do not compete with members of the group.  Give the ideas of others precedence over yours.
  • Listen and don't judge.  Paraphrase every statements and points and listen intently.
  • Do not put anyone on the defensive.  Assume that everyone's ideas have value.
  • Control the dominant people without alienating them.
  • Realize that your interest and alertness are contagious.
  • Keep all participants informed about where they are and what's expected of them.  Keep notes on flip charts or a board that everyone can see.
  • Check with the person who owns the problem to find out if an idea is worth pursuing of if a proposed solution is satisfactory.
  • And the most important of all... Give others a turn at running the meeting.  Those who learn to lead, learn how to participate. 

Monday, March 25, 2013


There's an old saying that says, "Successful people make a habit of doing what unsuccessful people don't want to do."  This is true, now here some things that unsuccessful people usually say that YOU should avoid saying:

THEY DIDN'T get back to me or 'They are getting back to me.'   Both are equally disastrous.  Expecting someone to get back to you stops the action.  Take the initiative.

I THOUGHT someone else is taking care of that.  Excuses indicate a roadblock to action.  Always ask questions to keep things moving.

NO ONE ever told me.  Let a supervisor hear you talk this way very often and you will have made a very clear statement about the way you work.  You operate in a tunnel, oblivious to everything that is going on around you.

I DIDN'T have time.  And don't bother with 'I was too busy,' either.  If you find yourself saying things like this, you are writing your employment obituary.

I DIDN"T think to ask about that.  An inability to see down the road may indicate that you lack the ability to understand and grasp the relationships.

The only measure for success is performance.  Whatever the roadblocks, it's your job to remove them.  If not, you'll be perceived as one of them. 


Stress is experienced when people feel events are not under their control, are unpredictable or confront the limits of their capabilities.  The sorts of situation which can cause undue stress are:

A mismatch between the demands of the work and the level of individual capability can lead to a feeling of inadequacy and cause performance to deteriorate.

A health problem, stormy relationships or family tragedy, are events which can occupy someone's mind to the exclusion of everything else.  If people are absorbed by such problems, they will not be able to concentrate on other things which demand their attention.

A need to meet stringent standards and tight deadlines puts pressure on people to take on too many responsibilities in order to fulfill their obligations.  The fear of not achieving what is required can be stultifying and inhibit performance.

The same stressful circumstances do not trigger the same reactions in people, but everyone tends to be affected in some way or another.

Monday, March 4, 2013


To manage conflict among team members effectively, the Alexander Hamilton Institute has these tips for leaders:

  • Ask those who disagree to paraphrase one another's comments.  This may help them learn if they really understand one another.
  • Work out a compromise.  Agree on the underlying source of conflict, then engage in give-and-take and finally agree on a solution.
  • Ask each member to list what the other side should do.  Exchange lists, select a compromise all are willing to accept, and test the compromise to see if it meshes with team goals.
  • Have the sides each write 10 questions for their opponents.  This will allow them to signal their major concerns about the other side's position.  And the answers may lead to a compromise.
  • Convince team members they sometimes may have to admit they're wrong.  Help them save face by convincing them that changing a position may well show strength.
  • Respect the experts on the team.  Give their opinions more weight when the conflict involves their expertise, but don't rule out conflicting opinions.
source: Making Teams Succeed at Work