How to conduct a meeting with employees example. Secrets of an Effective Meeting

Running a business, especially in an office setting, requires collaboration at some level. For example, important decisions often require the objective opinion of several people, and important work often requires the experience of many people. Meetings are one way to structure and organize collaboration, but without a clear purpose and control, meetings can easily become long and useless. Knowing how to plan, prepare, and lead a meeting yourself can be essential if you want your meeting to be meaningful and productive.

Steps

Part 1

Discuss the upcoming meeting with those who will attend. When you find out that you have an upcoming meeting, the first thing you should do is take some time to talk to the people who will be attending (especially high-ranking and influential people). Ask them if they would like to discuss something specific in the meeting. Take note of their responses and use them as a guide when setting the agenda.

• Asking those who will be present at the meeting about what they would like to discuss at the meeting is a smart move, as it will not only make it easier to set the agenda, but also involve them in the process even before the meeting itself begins. People are more likely to attend meetings and listen if they know that issues that matter to them will come up.

1. Create and distribute an agenda. The agenda can be an important tool not only for the chairman of the meeting, but also for the guests present at the meeting. The agenda contains important information– the time and place of the meeting, and the names of the participants. And most importantly, it also marks the proposed topics for discussion, so that everyone can prepare. Send out agendas before the meeting starts; the more important the meeting, the earlier this should be done.

   • Your agenda must include an approximate timetable for the discussion of each issue. A strict schedule set up in advance will help you keep the meeting on schedule. While some items on your agenda may take a long time to complete (and others speed up), a schedule will make your task much easier – you can follow each item and make adjustments accordingly.

2. Study the issues discussed and the minutes of previous meetings. The people present at the meeting may not know what you are going to discuss: some have not attended previous meetings, while others have simply forgotten. As the chairman of the meeting, it is best for you to familiarize yourself with the history of the meeting as of today. Try to talk to people who have been at previous meetings to get familiar with the unresolved issues that can be raised at the meeting. You can also request records of previous meetings from an official clerk to help you plan.

   • Minutes from previous meetings can be an important resource if you are chairing a meeting. It summarizes the discussions held and decisions made during previous meetings, which will help you get up to speed relatively quickly and easily. You can even hand out important meeting minutes along with the agenda.

3. Prepare the place for the meeting in advance. On the day of the meeting, you should make sure that the room or room in which you want to hold the meeting is clean, presentable, and ready for attendees to come. You also need to make sure that all of the meeting's technical components (presentations, projectors, screens, etc.) are working properly and ready to use - a technical mess can result in you wasting valuable time and deviating from your plan.

   • If you are using an electronic presentation (such as PowerPoint, etc.), please take a moment to familiarize yourself with the device remote control or remote that you will use to switch slides. It's not worth spending time figuring out the controls if you can spend it discussing important issues.

   Part 2

   act like a chairman during a meeting

   1. Open the meeting. When the appointed time arrives, and all the participants in the meeting (or at least all the important figures) have gathered, draw the attention of everyone in the hall. Introduce yourself as the chairman of the meeting and describe the purpose of the meeting. Set a scheduled time frame for the meeting by letting everyone know when the meeting is expected to end - it may take longer or go faster, but it's best to set a scheduled time frame in advance. This will help keep the meeting on track. If some participants don't know each other, take a moment to have a quick roll call and introduce important participants.

      Summarize important points from previous meetings. When starting meetings that are part of a long-term unfinished project, you should brief all participants by briefing them on the project, briefly summarizing everything. important events or decisions taken at previous meetings. Not everyone present may be as knowledgeable about the issues being discussed as you are, so in order for the meeting to be effective and efficient, you should quickly bring everyone up to date.

      Allow important participants to report on the state of affairs. Then invite people with relevant information to speak to the meeting about new or recent developments since the last meeting. Practically, it can be anything. For example, new challenges your business or organization is facing, personnel changes, project developments, and strategy changes can all be considered in a meeting. The meeting participants will also want to hear about the results of any specific actions taken as a result of the decisions made at the last meeting.

      Draw the audience's attention to unresolved issues. If there are issues that remain unresolved or decisions that could not be made at the previous meeting, try to sort them out before moving on to new tasks. The longer you put off resolving old issues, the less meeting participants will want to take responsibility for resolving them, so try to back them up and deal with lingering unresolved issues during the meeting. Typically, unresolved issues are marked as "pending" or "postponed until next discussion" in the minutes of previous meetings.

      • Depending on the atmosphere in the team and the rules, your enterprise or organization may have a special decision-making procedure. For example, perhaps the participants in the meeting should simply come to a unanimous decision by a majority vote, or choose a group of high-ranking people whose task is to make all decisions.
      • It is worth noting that some issues are too broad to be addressed in meetings. It is not necessary to talk about the development of long-term projects that are not yet completed. But still you should raise issues or projects that need to be addressed now.

   2. Talk about new businesses. Then raise new problems, cases and issues that need to be discussed. The causes of these problems must lie in the events that have occurred since the previous meeting, as well as in the present. Try to get concrete, clear decisions from the participants - the more questions you leave unresolved, the more unresolved cases you will have to deal with at the next meeting.

      Summarize the meeting. When you have touched on things from the past and what is happening now, take the time to summarize for everyone in the meeting. Parse the results of all decisions taken, if necessary, give specific tasks to meeting participants that you expect to complete by the next meeting.

      • This key point is your last chance to make sure everyone leaves the meeting room with an accurate understanding of your projects and what is expected of them.

   3. Finally, lay the groundwork for the next meeting. At the end, tell everyone what they should expect from the next meeting, and if you've already started planning it, provide a suggested location. Then the meeting participants will understand that there is a continuous connection between projects and decisions, and they have time to move forward or complete the tasks assigned to them.

      • Please note that Availability The plan for the next meeting is not necessary if you brought up all past and present issues in your meeting. But if there are still enough unresolved cases, and you want to be sure that they will be discussed in the future or want to follow the development of certain projects, then it may be better to prepare the ground in advance.

   Part 3

   conduct the meeting effectively

   1. Lead the discussion, but don't dominate. One of the duties of the chair of the meeting, which you are, is to keep the discussion going and to see that it goes according to plan. You not should impose their opinion on each issue or keep the discussion on a precise schedule. Be flexible. Let the meeting participants speak freely and raise new issues for discussion, even if they were not marked on the agenda. You can gently change the course of the discussion or change the subject to keep the discussion going according to plan, but you should not interfere in small things. After all, you are pursuing common goals.

      • During the meeting, be careful not to deviate from the agenda. If you are behind, you may have to skip some questions or save them for later to save time. Don't be afraid to do it if discussed the questions are really important.

      • Do not ignore difficult or sensitive issues. If a competent chairman does not take control of them, meetings will be highly unproductive. Try to make sure that every important issue is raised. Don't let participants pass the blame on to others or come up with ridiculous excuses about issues that have not been covered. Try to back them up against the wall and get answers to those questions that no one wants to raise. While this may not be to the taste of all attendees, these sensitive questions need to be answered accurately in order for the meeting to be as productive as possible.

        • Make sure to important decisions were recorded (if you have official clerks or recorders, entrust them with this task). If you want to take the trouble to answer difficult questions, it's worth making sure your answers are properly logged.

      • Keep track of time. Meetings have a bad reputation for good reason—many people consider them a waste of time. In order to keep your meeting going, as chairman, you must ensure that the discussion does not stand still. Don't be afraid to put off some minor questions or discussions until later if you find that the meeting is taking longer than you expected. Be prepared to change your schedule on the fly to make sure you don't waste anyone's precious time.

evoked a strong response among his readers. Several of my clients admitted that they recognized themselves in the story told: they say, the article is “on the topic of the day” and “not in the eyebrow, but in the eye.” Given the relevance of the topic raised, I wanted to continue it and talk about the key points that are useful to follow when implementing changes in a company.

Actually, such key points just two.

Firstly, it is important to make sure that the news about the changes planned in the company is correctly communicated to the staff, and does not fall like “snow on the head”, or is not transmitted in a distorted form via the internal “broken phone”. Secondly, be prepared (first of all, morally) for the resistance of employees to innovations (this is a natural reaction) and for the use of unpopular measures against them (up to exemplary layoffs). Let's take a closer look at the voiced theses and your possible actions.

So, immediately after you have decided on a new company development strategy, set deadlines and criteria for the success of its implementation, hold a general meeting with the personnel affected by these changes. If your company is small in size, hold the meeting in person - this will strengthen your credibility and make the changes being implemented more meaningful.

During the meeting, tell employees why you decided to change, what the current state of affairs in the company is, and what threatens the company and everyone present in particular by ignoring this situation. Then explain the benefits and prospects for staff from the planned innovations.

In fact, you need to “sell” a new company development strategy to your employees so that it is loyally accepted by them and “takes root” to the maximum short time. The strategy for such a presentation is very similar to the one I described in. At the same time, try to talk about what is important and valuable for your employees, and not about "a physical horse in a vacuum." Most likely, your staff will be more inspired by the argument: “Now you will have the opportunity to make a career in our company” than “Thanks to these innovations, the company will save a lot on the salary fund.”

Personally, I love strawberries with cream, but for some reason fish prefer worms. That's why when I go fishing, I don't think about what I love, but about what the fish loves. © D. Carnegie

If the changes you are planning are large enough, good decision will establish a "transitional period" for the restructuring of personnel on the "new rails". Depending on the global nature of the changes, you can determine the period from 2 weeks to a month.

During this "transitional period", the staff will already have to act in a new way, in accordance with the newly established rules(accordingly, the demand from it will already be by new standards), but at the same time, penalties for mistakes made will be minimal or absent altogether.

It is very important that, along with this, you take care of training employees in new work standards so that your people are not left to their own devices, but receive prompt prompts and answers to their questions (this can be both daily and 10-minute planning meetings before beginning of the working day).

At the same time, inform the staff that if they do not have questions and clarifications regarding innovations within the prescribed period, then by default it is considered that the employees understand everything. Therefore, at the end of the “transitional period”, excuses regarding improper performance of work such as “I didn’t understand how to do it right” are not accepted and are counted as errors and violations (with all the ensuing consequences).

The next important step is to make sure that each employee is sufficiently familiar with the new "rules of the game". Print out the new standards (or, in extreme cases, the minutes of the meeting) and give it to everyone present against signature, and also set a deadline for employees to thoroughly study the documents provided.

Consider penalties for dishonest attitude to the task: from a reprimand with entry in a personal file to a fine. Be sure to check the implementation of your order, otherwise the subordinates will quickly “cut through” that it is not necessary to fulfill your orders, and “nothing will happen” to them. Accordingly, they will work “the old fashioned way”, and your attempts to make changes in the company will sink into oblivion.

So, by the appointed date, you can organize testing of personnel for knowledge of new work standards, and for those employees who did not complete or poorly coped with the task, set a “correction period” of 1-2 days. After that, re-test and apply appropriate penalties to those who ignored your order this time, regardless of the past merits of the “guilty”.

Resist the temptation to cajole and/or just "rebuke". Practice shows that beliefs "in words" do not help, and every time people will hope that "maybe it will blow over." Convey the seriousness of your intentions by punishing with a ruble. Or even saying goodbye to disloyal employees. Often 1-2 demonstrative dismissals are enough for the rest to suddenly start to succeed and claims and discontent evaporate by themselves. In addition, in most cases, teaching a new person from scratch is much easier than retraining.

If you leave “recalcitrant” employees in the company, then, firstly, this will be a “bad example” for the rest, and secondly, these “Trojans” from the inside can decompose the team in such a way that then you will be forced to completely replace the entire staff.

“I have a management team. Among them there is a person who wants to subdue the team, but does it not openly, but quietly... When she Bad mood she spoils it for other managers. When I am present at these moments, she falls silent and does not say anything, but she likes to talk behind her back, quietly go to complain. Because of this, the manager was removed from the previous head of sales and three managers. She has been working here for a long time, about 4 years. Accordingly, so far she has a strong trump card, that she has been working for a long time. I did an analysis of her work - all the clients of the dismissed managers were transferred to her, she copes with her work, she does it professionally, but on a personal level she decomposes the team, she is a mess, she constantly has to strain herself about this and extort some working moments. © From private conversations with leaders

Remember: a cancerous tumor must be removed in a timely manner. Don't be afraid to be "bad". No, I certainly do not encourage you to become a tyrant. I just stand up for equally fair demands on every employee of the company.

You can love those whom you order, but you cannot tell them about it. © Antoine Saint-Exupéry

After all, you don't have an interest club here. You pay people to work according to the rules you set. Moreover, these rules can be changed unilaterally. And if you allow employees to "push" you and change the rules "for themselves", in a way that is convenient for them, you may end up with a completely different result than you expected to see when all these changes were started.

It just seems that “okay, here we’ll give in a little”, “here we will reduce the requirements”, “and this may not be necessary at all.” In fact, only impeccable adherence to the rules is the key to a stable result.

Do you want to bake delicious cake- follow the rules (recipe): you need to beat the eggs separately, put exactly 200 g of flour, bake for exactly 60 minutes and only at a temperature of 200 degrees.

If you want to get from point A to point B, follow the rules traffic: keep to the right lane of the road, stop at a red traffic light, do not overtake on a continuous one.

If you want to lose weight - follow the rules healthy lifestyle life: consume fewer calories than you expend, exercise, eat more vegetables and fruits and less fatty and sweet, etc.

Imagine what a mess would start if all motorists did not drive as they should, but as they please? What happens if you put salt in the cake instead of flour? Or add not 200 g of flour, but a pound? Or bake not 60 minutes, but only 6? Will you get the result you expect?

So here. If you are determined to implement changes in the company, go ahead, no matter what, strictly demand that the staff comply with all points as intended. And without regrets, say goodbye to those who turned out to be with you "not on the way." Otherwise, your time and other resources spent on developing a new strategy will be wasted, and things will remain in the same place. And this means that you will still lose profits.

“Lack of attention to employees leads to indifference on their part” - this law is becoming more and more relevant every day of our time. That is why daily meetings become a serious tool for the manager to achieve the goals set for the restaurant. But at the same time, holding an effective meeting is hard work and great art. Nothing is more disruptive in HR than chaotic "on-the-fly" meetings, an unprepared manager, and bored employees, that's what awaits such a leader.

A meeting is a way of organized communication of a group of people with the aim of making decisions, exchanging information and opinions, determining the direction of activity, clarifying tasks, summing up, receiving feedback, and motivation.

An experienced Leader knows that Meetings make an organization. With their help, you can maintain communication within the restaurant and implement the decisions made, verify the degree of approximation to goals and break down barriers between departments and employees. If you do not hold meetings in your restaurant, then there is a problem of rumors, which leads to disunity and uncertainty of employees in tomorrow and then loss of control.

A well-organized and conducted meeting allows:

• quickly solve the current problems of the restaurant;
• motivate staff to achieve results;
• create a developing environment in the team.

WHAT SHOULD I DO BEFORE THE MEETING?

1. Organize meetings

Hold meetings daily or weekly. The most important thing about your meetings is that everyone knows that they start at the same time. It SHOULD NOT be such that this week the meeting is held on Thursday at fifteen minutes to ten, on Wednesday at nine forty, and on Friday at exactly nine. They always pass in the same place, at the same hour. Thus, employees begin to count on the meeting. They can plan their time, it disciplines the team. Employees should form the habit of attending meetings.

Always start on time! Never wait for anyone - the ship leaves right on schedule. Only in this way will you be able to accustom everyone to meet on time.

1. Schedule a meeting

The meeting should be prepared in advance: indicators of the past day / week, tasks for today / current week, promotions and other similar information.

1. Plan sales

Your task is to set before the start of each shift, for the restaurant and for the employee. It is important to do this every day so that employees understand their specific goals based on the situation in order to achieve the restaurant plan.

1. rehearse

The leader knows what he wants to say, but has not thought through how to do it more effectively? As a result, information is distorted, misunderstanding, unnecessary disputes, non-execution or poor-quality execution of decisions and tasks.

Think carefully about what you want to achieve on each issue and how you will achieve it. It only takes a couple of minutes before the meeting. If possible, say the text to yourself or to someone else. Prepare every time – this will save you and the participants time.

HWHAT SHOULD I DO DURING THE MEETING?

An effective meeting should be:

1. Simple

Speak clearly and simply. clean up unnecessary words and ornate expressions. This causes general dissatisfaction among the participants. Consider only pressing issues. Do not repeat yourself - make generalizations, references. Visualize the information you are talking about - use a flipchart, presentations, etc. Then it will not be necessary to read for a long and tedious time, you can immediately proceed to the analysis. In addition, by psychological assessments, up to 55% of people are visual, and they perceive voluminous digital information poorly by ear.

1. Active

The atmosphere of the meeting should not be oppressive, the time of the meeting should fly by unnoticed. Conduct training "I know myself - I will teach another." Always keep an eye on people's moods. React quickly to the situation.

1. positive

Control your own mood. Without it, nowhere. Remember the main rule of the meeting: Employees will leave the meeting in the mood in which you came to it.

Start with positive information (jokes, anecdotes, birthday greetings, introductions of newcomers, etc.) Only against this background are submitted work plans for the day and goals that need to be achieved. Try to defuse the situation, joke. Let your people smile - and issues will be resolved faster

Recognize and encourage the success of your colleagues!

1. Engaging, interactive

At each block of the meeting, engage participants with questions. Make sure to ask different participants every day so everyone has a chance to speak and get attention. Lead the meeting according to the following procedure: the question was raised, the situation was clarified, the participants spoke out. The leader summed up, asked: “Are there any other questions and opinions on this item? No. Let's move on."

As a result, everyone is involved and participates in resolving issues.

1. Aimed at sales

Each meeting should be subordinated to business objectives.

Set sales goals, stick to the algorithm:

• Tell me what to do;
• Discuss with employees HOW to do this? (identify specific tools to achieve);
• Get feedback from employees on understanding the task.

WHAT SHOULD I DO AFTER THE MEETING?

1. Analyze the course of the meeting

Review the meeting plan again. Review in your head how you did it, how the staff reacted to your words, what allowed the participants to get involved, etc. Determine for yourself what you will do differently at the next meeting.

2. Determine the forms of control

Track the implementation of decisions made and tasks assigned. If the task is long-term, raise the issue at every meeting until it is resolved. Write it down in the agenda of the meeting.

Check individual sales plans every two hours, just go to the floor and ask each salesperson how he is doing and what he is going to do next.

Finally, I suggest you use the algorithm for conducting an effective meeting in your work. It will allow you to systematize your own performance, quickly manage sales, motivate employees to achieve goals and work with pleasure.

The algorithm for holding an effective meeting:

1. Greetings

It is also possible to conduct a light and fun warm-up to cheer up employees.

1. Results of the previous day

We remember what goals were set, we announce what results have been achieved. A brief "debriefing" is possible, i.e. what actions allowed to achieve the result and what needs to be changed in their actions to achieve the goal, if the result is unsatisfactory.

The name speaks for itself. At these meetings, team members evaluate the progress of the work by comparing the individual tasks and the results obtained with the planned ones. Second important goal meetings - planning work tasks for the next period.

Analysis of the current state of affairs is one of the most important management strategies aimed at strengthening the responsibility and improving the quality of work of team members.

Meetings are useful because they:

• have a positive group influence on all team members. Everyone undertakes to do some work and report on the results at the next meeting. No one can evade their duties, and then sit out in the gallery at the meeting, so all team members know who is really working, and who is only pretending to be. At the same time, meetings allow you, as a leader, to know who you can truly count on;
• keep you up to date without forcing you to resort to micro-management. Meetings allow the leader to see a holistic picture of the collective and individual work without resorting to time-consuming individual interviews and checks. You also find out which team members need your personal help;
• develop planning skills. At such meetings, team members learn to plan and realistically assess their capabilities. By participating in several meetings, they begin to better understand their true capabilities and at the same time learn not to be limited to today, but to plan for the future, which is very important for effective work commands;
• provide focus. Remember the principle of purposefulness - one of the cornerstones of team building. Each team member has a copy of the team and individual work plan, so everyone knows who is specifically responsible for the implementation of a particular task. Wes know their work goals and priorities, because they themselves helped to establish them;
• reveal actual problems requiring a solution. Meetings help to identify and resolve difficult situations, and team members do not have to fight problems alone. Thanks to the prompt resolution of problems, the team achieves good results faster;
• increase the sense of responsibility, which undoubtedly serves as the basis for success.

To be effective, review meetings should be held regularly, once every one to two weeks, depending on business needs and the needs of team members. The meeting is usually held in three stages. At the first stage, the team reports on the current state of affairs, at the second - discusses and solves current problems, at the third - plans work for the next short period. In the next three articles, I offer a rough outline of how to run an effective status quo meeting.

Do you need a progress report?

Below is the schedule for the first phase of the review meeting. Each team member tells what he did (or did not do) on one or another item of the team task. Summaries of the report are entered in the "Current Status" column. After the meeting, this written outline is used as a protocol for reporting on the implementation of collective and individual tasks.

Your function as leader is to facilitate the meeting. You don't have to multi-task, so ask a team member to take on the role of secretary and fill out a report form and then prepare the official minutes of the meeting. Distributing responsibilities among team members is useful for increasing cohesion and responsibility in the team.

Discussion of current issues.

Individual reports often reveal issues that can be discussed on the spot. If there are no problems, the meeting proceeds on its own; sometimes problems are so significant that a separate meeting is required to discuss and resolve them.

Often problems are associated with the failure of tasks by team members. In situations like this, all you need to do is ask questions like the following.

What are you going to do to complete this task?

What help do you need from other team members to complete the task?

What steps need to be taken to overcome the difficulties you are facing?

When considering problems, the team instructor should ask more about what the team members are going to do than tell them what to do. You don't have to be a know-it-all who gives advice, you just have to make sure that when faced with a problematic situation, the team can handle it.

Planning tasks for the next period.

At the third stage, tasks are planned for the next period. First determine the date of the next meeting, and then ask team members to indicate the results they plan to have by then. During the planning phase, you can help them focus on tasks and realistically assess their ability to complete tasks.

The role of the leader in the review meetings is to ask about completed and outstanding tasks. Don't give a public spanking if some work isn't done, as team members understand the situation and often fix issues by the next meeting. It is necessary to have a one-to-one talk with employees who are chronically not doing their job.

The most effective meetings.

Since meetings are the backbone of productive team activities, teams must be held accountable for holding effective meetings.

What Are the Features of Effective Meetings

At one of the first meetings, the team members under your leadership should define the criteria for an effective meeting. A number of factors are important for a fruitful working meeting:

• the meeting starts and ends on time;
• team members actively and constructively participate in the meeting;
• the meeting must have a clearly defined meaning and purpose;
• the agenda of the meeting should be prepared in advance and shared with the team members;
• team members come to the meeting prepared;
• at the meetings, only those issues that are included in the agenda are considered;
• the meeting must be effective;
• The meeting is recorded and the minutes are available to all participants.

After the first few meetings, and from time to time thereafter, ask team members to evaluate the effectiveness of the meetings. Also record the results of the assessment and discussion in the minutes of the meeting.

If meetings on certain points are regularly found to be ineffective, discuss this and make a decision at a special meeting.

Management and others in an organization often ask the question, “What does this team do?” There are two strategies to answer this question: a short report and a presentation. Firstly, they increase the sense of responsibility among team members, and secondly, they satisfy the curiosity of stakeholders.

Compilation of a summary report

The summary report is a written analysis of the team's achievements and is intended not only for internal use, but also to inform stakeholders about the success of the team. Typically, such reports are prepared once a month or quarter.

A well-written report provides stakeholders with the big picture of progress, so don't go into too much detail and only highlight the main facts. Here is the content of the report:

• analysis of the state of important production tasks;
• if necessary, comparison of achievements with the main indicators and criteria for the quality of the team's work;
• overview of all significant results of the team;
• plans for the next period of time;
• other relevant information related to work and personnel.

Since the summary report covers the activities of the entire team, all members should be involved in its preparation. You cannot allow the preparation and preparation of the report to constantly fall only on your shoulders. The supervisor's role is to review the final report. Make the preparation of the report an integral part of the work of the team, where each team member prepares his part, and one or two employees bring all the information into a single whole.

If each employee will report to his superiors for the achievements of the team, he will try to do his job as well as possible.

There are companies that have a tradition of holding staff meetings. And I can say that ATManagement Group is no exception. My successful move as CEO is to hold these meetings every Friday.

Someone might think that this is a waste of staff time, and this time should be devoted to work. But for me, this is a great opportunity to energize my employees and give recognition for the excellent work.

What tasks do I solve when I hold staff meetings:

• Employees understand how things are going in the company, I inform them about the news.
• Company leaders take more responsibility for their areas and work more efficiently (I will show in this article how this happens).
• Employees of the company aim to achieve good results in the new week.
• Experience exchange.

I think that every manager would like to see employees charged to achieve the goal and improve their performance every week. Of course, this cannot be achieved by meetings alone; there must be a set of actions. For example, statistics (you can learn about this from the video course "Management based on statistics" on the website www.rb.tv). But as my practice shows, a properly conducted meeting and the regularity of these meetings is already half the success.

Where to begin?

Decide which days you will hold the meeting. Determine the time. And start doing it regularly. If you decide that it will be 9.00 Monday, then every Monday no later and no earlier spend them!

The staff may begin to express their dissatisfaction, “mumble”, but who is the boss in the house?! :) I assure you, after a month of such weekly meetings, your employees will be the first to come to work!

I prefer to start the meeting with a roll call. If the company is small, then you can do it by name. I do roll call by department - at your convenience.

Problems and Solutions

This part of the meeting is my favorite.

Agree, most often the problem is solved by the leader himself. And how valuable it is when employees come to us not with questions, but with answers! This part of the meeting is aimed at getting employees to talk about what problems they faced in the past week and how they coped with them. At this stage, it is important to hear exactly the problems already solved.

You can start this part by asking, “Who has had problems this week?” And your employees will raise their hands. Then another question follows: “And who coped with these problems?” And then ask them to tell you how the employees coped with difficult situations in your work.

Perhaps at first there will not be so many hands, but the further into the forest, the more firewood :) When there were 20 people in our company, this part of the meeting lasted 20 minutes. Now, when there are 40 people in the St. Petersburg office, we can talk about successful actions and problem solving for hours.

What is interesting: the more productive the week was, the more problems people coped with. And when employees listen to what problems their colleagues were able to solve, they believe that there are no unsolvable situations, and they can cope with any difficulties. And one more thing: some successful actions of Masha Petrova can become very useful in the work of Vasya Ivanov.

Plans for the week

After employees have shared their successful actions, solutions to problems, I move on to general announcements.

What it can be: new promotions for customers, new company rules, introduction of new employees or transfers to positions, holidays And so on.

Now the executive director passes the floor to his assistants: commercial director / director of production / director of development. If your company does not have these directors, but there are those responsible for different departments, then this is their hour.

In turn, the leaders of the regions demonstrate the results for the past week (we show the statistics, this is very clear) and say what has been done by their unit and what they plan to do.

The commercial director talks about the company's total income, marketing plans, etc.

Production director - about what successes are in production, how are things with the provision of services, and so on.

And the final stage of the meeting is the so-called distribution of elephants. On the general meeting We always praise good performance of our staff, but we never criticize in public. It's better to report tête-à-tête. If during the week one of the employees had outstanding performance, it is at the meeting that it is the right time to celebrate such fellows publicly.

At the end, be sure to thank all employees for the work last week, remind them what goals are for the next. At the end, you can read some inspiring quote. The meeting should always end on a positive note!

Thus, “the purpose of staff meetings is to develop a team spirit of mutual cooperation, as well as coordination of actions. This shows a direct relationship between the value of their bonuses and production - and thus gives the group the opportunity to control their income. (L. Ron Hubbard, article "Weekly Staff Meetings")

Experiment with this type of meeting in your company and I'd love to hear your progress or questions.

Interesting meetings for you!