Presentation on theme: “GS, TS, BS LÊ HOÀNG NINH Qu ả n lý có hi ệ u qu ả cu ộ c h ọ p (Leading effective Meetings )”— Presentation transcript:
1 GS, TS, BS LÊ HOÀNG NINH Qu ả n lý có hi ệ u qu ả cu ộ c h ọ p (Leading effective Meetings )
2 M ụ c tiêu Trình bay cac b ư ớ c chu ẩ n b ị cho m ộ t cu ộ c h ọ p Trình bày cách đ i ề u hành m ộ t cuôc h ọ p Nêu các chi ế n l ư ợ c đ ể có m ộ t cu ộ c h ọ p hi ệ u qu ả
3 H ọ p ???
4 B ạ n có s ợ ph ả i d ự h ọ p không? Works Cited: Pigeon, Ed.D, Yvette, and Omar Khan, MD. “Leadership Lesson – Tools for Effective Team Meetings.” AAMC. AAMC, 6 Feb. 2012. Web. 13 Feb. 2012.. Take a moment to recall your last team meeting: What does it look and feel like? How well does your team function? Who always talks and who never talks? How does the group make decisions? Are team members accountable for their contributions to the team?
5 Có C ầ n Ph ả i H ọ p Không ? Boring – Lack conflict Ineffective/Time Wasting – Lack appropriate context or structure – Lack of focus Forget what is at stake – If there isn’t much at stake, don’t meet!
6 Every day 83 million people attend 11.5 million meetings
7 H Ọ P ??? M ộ t ng ư ờ i m ấ t trung bình M ộ t N ă m ( 365 ngày ), t ứ c 8.760 gi ờ đ ể h ọ p hành trong vòng đ ờ i c ủ a h ọ.
8 Đ ặ c đ i ể m m ộ t cu ộ c h ọ p kém ( NEGATIVE MEETINGS ) 83% — Drifting off the subject 77% — Poor preparation 74% — Questionable effectiveness 68% — Lack of listening 62% — Verbosity of participants 60% — Length 51% — Lack of participation From “Achieving Effective Meetings – Not Easy But Possible” by Bradford D. Smart in a survey of 635 executives.
10 M ộ t Cu ộ c H ọ p T ố t ( positive meeting ) 88% — allow all attendees to participate 66% — define a meeting’s purpose 62% — address each item on the agenda 59% — assign follow up action 47% — record discussion 46% — invite only essential personnel 36% — write an agenda w/time frames Source: GM Consultants, Pittsburgh, 1993
11 L ậ p k ế ho ạ ch và chu ẩ n b ị m ộ t cu ộ c h ọ p “Perhaps the most important time you will spend in a meeting is the time you spend before the meeting even starts…”
12 CHU Ẩ N B Ị FOR A MEETING Define the purpose of the meeting and the outcomes Determine who should be there Reserve a room, appropriate equipment Decide on appropriate set up Develop an agenda Distribute the agenda prior to the meeting Inform participants of any necessary preparation
13 MATSON’S MEETING TIPS Take meetings seriously and do real work Don’t let people digress from the topic Outline tasks and assign deadline so members know how to follow-up Consider using technology to allow individuals to anonymously express opinions Make sure you have the information you need for decision making before the meeting starts Keep good records on what works and doesn’t work and include these in minutes
14 DETERMINE THE PURPOSE TO DEVELOP YOUR PURPOSE FOR THE MEETING ASK YOURSELF THE FOLLOWING QUESTIONS: o WHAT IS AT STAKE? o WHY AM I HOLDING THE MEETING? o WHAT DO I WANT TO ACHIEVE AT THE MEETING? o WHAT DO I WANT TO ACHIEVE AFTER THE MEETING? TIP: BEFORE YOU BEGIN TO MOVE FORWARD WITH PLANNING YOUR MEETING – DECIDE WHETHER OR NOT A MEETING IS THE BEST WAY TO ACCOMPLISH YOUR MEETING PURPOSE. Setting the Stage
15 PREPARE A MEETING PLAN DETERMINING A MEETING TYPE WILL HELP SIMPLIFY YOUR PLANNING PROCESS o MEET TO SOLVE A PROBLEM o MAKE DECISIONS o GATHER TO SHARE INFORMATION o HEAR A PRESENTATION o BRAINSTORM IDEAS
16 Define: Content & Process PROCESS Refers to how the meeting proceeds, how the group works together to accomplish task(s), and to build and maintain cohesiveness CONTENT Refers to what is talked about at the meeting, the agenda topics, decisions, information, opinions, etc.
17 Identify Meeting participants To determine who should attend follow these guidelines: o Invite those with relevant information or expertise o Invite those who will make the final decision o Invite people who are affected by or will carry out a decision o Consider inviting anyone who might significantly prevent or interfere with the implementation of a decision o Invite individuals with higher functional responsibility Tip: Invite as few people as possible while still being inclusive. This varies based on the purpose and intent of the meeting.
18 Identify group roles Leader Responsible for managing the meeting Timekeeper Keeps time and lets participants know when it is time to move to the next agenda item Note Taker Keeps written record of proceedings Chart Person Writes important points of discussion and lists of ideas. Navigator Keep group on track
19 Prepare the Agenda o Agenda: Very simply “Things to be done” o Sequence: Arrange your agenda with the most important items first and least important last in case time runs out o Timing: Assign realistic times to each item, this will determine how long the meeting will last and will enable you to figure out if you have too much on the agenda
20 o MEETING PURPOSE-WHAT IS AT STAKE? o MEETING LOGISTICS (DATE, TIME, ROLES, PARTICIPANTS) o AGENDA ITEMS o TIMES o ASSIGNMENTS (REPORT OUT, ETC. ) “EVERY MINUTE YOU AVOID SPENDING IN A MEETING IS A MINUTE YOU CAN GET REAL WORK DONE INSTEAD” Effective Agendas Include:
21 COMMUNICATING TO PARTICIPANTS INCLUDES: o WHAT IS AT STAKE? o WHO? WHEN? WHERE? o LOGISTICS o MEETING AGENDA o ANY SPECIAL INSTRUCTIONS REGARDING PARTICIPANT PREPARATION
22 Tip: Leaders should not be the only person coming to the meeting prepared. Therefore, providing information ahead of time will increase the chances of better productivity during your meeting.
23 Summary: Setting the Stage Create a statement of Purpose/Outcomes Ask yourself “What do I want the purpose of this meeting to be and what are the potential outcomes? Prepare a Meeting Plan Determine Meeting Type Define Content & Process Identify Meeting Participants/Group Roles Determine Meeting Logistics Prepare the Agenda Communicate with Participants All these should take place before meeting starts!
24 Ti ế n hành cu ộ c h ọ p
25 Lead, Lead, Lead When you lead a meeting, you are a leader and all leadership principles apply: Provide structure Encourage participation Be decisive Hold participants accountable
26 START FAST o STARTING ON TIME o STAY FOCUSED – DO NOT ALLOW FOR OTHER WORK TO BE DONE TIP: ARRANGE THE MEETING ROOM THAT SUPPORTS DIALOGUE AND BETTER COMMUNICATION. REQUEST THAT CELL PHONES, LAPTOPS, IPADS NOT BE USED DURING THE MEETINGS, I.E. FOR CHECKING EMAILS
27 First meeting: Utilize Introductory Activities Set aside 5-15 minutes for introductory items to help get the meeting started. Welcome & Introductions Meeting Purpose Process Ground Rules Meeting Agenda “Parking Lot”
28 GOALS: o KEEP THE MEETING FOCUSED o ENCOURAGE FULL PARTICIPATION o ATTEND TO THE PACE o HANDLE COUNTERPRODUCTIVE BEHAVIOR IT’S YOUR JOB TO ENCOURAGE EVERYONE’S FULL PARTICIPATION Mine for Conflict
29 Ways to mine for conflict Directly Solicit Input from Everyone Ask Open-ended Questions Actively Listen to Others, Be Attentive to Body Language Reinforce and Acknowledge Positive Participation Ask for Concrete Examples Be Supportive Tip: Always maintain control. Don’t forget you are the Leader. Don’t allow another participant to take that role from you.
30 Handle counterproductive behaviors Six Behaviors That May Cause Problems: Overly Talkative Definitely Wrong Highly Argumentative Obstinate Side Conversations Won’t Talk
31 Tips on how to handle Overly Talkative When they pause for a breath take that time to thank them for input, refocus attention on subject, and move on. Definitely Wrong Never embarrass the individual. Say you may not have heard them correctly and ask them to rephrase the comment. Highly Argumentative Stay calm! Try to find merit in point and then move on. May also seek group’s opinion. If necessary ask to speak privately. Obstinate Throw out issues/ideas for open group discussion. Ask group if they “agree or disagree”. Side Conversation Casually walk to and stand beside the side conversation. Ask one of the parties an easy question or restate your last point and ask for their opinion. Pause and wait for them to notice. Won’t Talk Bored: around interest by asking their opinion Uninvolved: Engage person seated next to them, then gradually shift focus to draw them in Shy or Insecure: Support with sincere compliment after first time opening up
32 IMPROVE YOUR ABILITY TO DEAL WITH DIFFICULT MEMBERS Listen, but do not debate Talk privately with members who continually exhibit disruptive behaviors Turn negative behaviors into positive contributions Encourage the group to share the responsibility for handling difficult members Don’t take it personally Try different strategies, small groups/pairs
33 Disruptive Behavior Coming in late Argumentative Side Conversation Reward and thank those who were there on time. Keep temper in check and model for group. Find some merit in points made. Speak in private. Avoid sarcasm. Restate last comment made. Explain to group the need to hear information.
34 Disruptive Behavior II Losing Focus Griper Won’t Talk Implement “parking lot” for divergent ideas. Restate purpose of discussion. Point out what can and can’t be changed. Ask group for ideas on how to best operate. Examine what motivates them. Ask for their opinion.
35 NON-VERBAL LISTENING SKILLS for Meeting Facilitator Good eye contact- Indicates your interest in what people are saying Body positioning- Expresses your attitude and energy -Too casual may indicate lack of commitment -Folded arms and closed body positioning may leave impression that you are inflexible Facial expressions- Can say more than words. Watch how you affirm or react to comments that are made Silence- Allow for it!
36 OFTEN WE WALK AWAY FROM A MEETING FEELING THAT NOTHING IS ACCOMPLISHED. FOLLOW THESE STEPS BELOW TO HELP CREATE CLOSURE TO THE MEETING: o SUMMARIZE WHAT HAS BEEN ACCOMPLISHED o COMPARE THE ACCOMPLISHMENTS WITH THE DESIRED OUTCOMES o IDENTIFY UNFINISHED AGENDA ITEMS AND DETERMINE WAYS TO ADDRESS THEM Drive to Conclusion
37 Get buy-in and Accountability Complete an action plan – who will do what and when? Summarize Action Items Delegate follow up responsibilities
38 Distributing Minutes Minutes should be handed out to everyone attending the meeting Give direction to participants to review the minutes and action items If these are ongoing meetings, the minutes become the start of the next agenda
39 Summary Remember to: Be a LEADER Start Fast Mine for Conflict Drive to Conclusion Hold everyone accountable
40 Effective Meetings Produce Results “The clock represents our commitments, appointments, schedules, goals and activities – what we do with and how we manage our time. The compass represents our vision, values, principles, mission, conscience, direction – what we feel is important and how we lead our lives. The struggle comes when we sense a gap between the clock and the compass – when what we do doesn’t contribute to what is most important in our lives.” – Stephen Covey
41 Meeting resources Best-selling author Patrick Lencioni provides readers with another powerful and thought- provoking book, this one centered around a cure for the most painful yet underestimated problem of modern business: bad meetings. And what he suggests is both simple and revolutionary. Information and research gathered for this presentation was from Patrick Lencioni’s book, “Death by Meeting”
42 THANK YOU Thank you for your time and attention Thank you for your participation in LEADER!!! Do GREAT things!
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