Select Assess & Train Select Assess & Train Select Assess & Train Select Assess & Train Select Assess & Train
Select Assess & Train SEARCH area Select Assess & Train Select Assess & Train
Select Assess & Train Select Assess & Train Select Assess & Train
Select Assess & Train Select Assess & Train Select Assess & Train Select Assess & Train
Select Assess & Train Select Assess & Train logo Select Assess & Train Select Assess & Train Select Assess & Train Select Assess & Train
Select Assess & Train TTI assessments, success insights assessment, Success Insights assessments, Target Training International, tti, TTI, Target Training International, DISC, motivators, behavioral assessments, DISC profiles Select Assess & Train Pre-employment selection assessments, pre-employment testing system, pre-employment tests, assessment systems, development assessments Select Assess & Train 360 Degree Feedback survey, MRA surveys, 360 Feedback surveys Select Assess & Train About Select Assess & Train Select Assess & Train Contact - Select Assess & Train Select Assess & Train Select Assess & Train
Select Assess & Train Select Assess & Train Select Assess & Train
   


About Us          



These "Management Files" are mainly for Middle & Senior Management and Business Owners. The various topics are meant to remind and to stimulate management thought.


Please note: Our firm does not carry-out or furnish research in these areas. This area of our web site is available only as a public service to foster thought and better management in today's fast-paced environment when the human factor of business is often taken for granted and/or even overlooked.

We are not a source of facts.

 

 

 



Management Styles
Supervisory Approach
Management - Miscellaneous
Communication-Verbal/Listening
Communication - Non-verbal
Creative Process
Creativity
Staff Motivation
Problem Employees
Personal Crisis -Indicators
Work Related Values &
Work Environment

Meetings
Presentations
Marketing Assessment
Prospecting
Customer Service

Management Files - main mage


      MEETINGS

                                Managing Meetings  |   Stages of Meetings  |   Participating in Meetings
                         New Member to Group  |   Once Meeting Has Settled Down  |   Disagreeing


Common Compliants About Meetings

  —   Purpose is unclear.
  —   Key people are absent or late.
  —   Conversation does not stay focused / on track.
  —   Participants who do not discuss issues, either:
            - Dominate conversation
            - Argue
            - Take no part at all
  —   Meeting outcome is predetermined, with no discussion or negative input
        allowed by participants. Often called "Yes Meetings" or "Rubber Stamp
        Meetings"
  —   Decisions made are not followed up.
  —   It is estimated that upper-level managers spend 60 - 70% of business
        day in meetings.

Managing / Facilitating Meetings

  —   Meeting guideline considerations:
            - Establish exactly what the meeting should accomplish. Do it in one
              or two sentences.
            - Is holding a meeting the best and most efficient way to accomplish this?
            - A few days in advance, send out an agenda to those scheduled to attend.
  —   Agenda Purpose:
            - maintain focus and order
            - establish ground rules
            - enable attendees to come prepared with necessary material / information.
  —   Start the meeting on time and end as scheduled.
  —   Take responsibility for the meetings progress and outcome.
  —   Keep the discussion on track. Maintain order and focus.
  —   Facilitate conflict resolution.
        Allow disagreement,but insure that it does not get out of control.
  —   If the meeting is not making progress, try other techniques such as brainstorming.

4 Stages of Meetings
  1. Participants feel each other out and orient themselves.
  2. Conflict erupts between members - quite often over what the group is
    supposed to be doing.
  3. Group agrees on certain rules or norms, to guide their deliberations.
  4. Members settle down to assigned task(s).
      -   There is no typical or desirable sequence
      -   Groups will jump back and forth among the stages.
      -   An effective group may experience conflict and then go back to
          orientation.
      -   Gauge your contribution or management of the meeting accordingly.
  —   Orientation Stage
            - Clear up any potential "grey areas" about procedures or agenda.
            - Take clarification questions from the participants.
            - Do not try to deal with every detail in the stage.
            - Beware of using forceful "must do" statements may prompt group withdraw
              and not participate for remainder of the meeting.
  —   Handling Questions and Answers
            - How the facilitator/meeting manager accepts questions and answers is
              an an important factor in motivating or inhibiting individual participation.
              If question or answer is repeated do not not pass over, ignore, or cut off.
            - Act as a prober - have the person expand on the statement.
              New ideas may surface in the explanation.
  —   Various roles of participants
            - Participants of meeting will take various roles.
            - Pay attention to the stage the meeting is in and the different roles
              participants take on.
            - People strive to satisfy their own psychological needs, whether it be
              unconscious or conscious.
            - Potential roles:
                      Information giver
                      Information seeker
                      Coordinator
                      Encourager
                      Follower
                      Compromiser
            - Pay attention to the various roles participants take on.
            - Same person may adopt different roles in different groups.
            - When one group meets numerous times, individual is likely to stay with role
               taken in first few meetings.
  —   Acceptance and Rejection Positioning
            - A participant's positioning will signal acceptance and rejection of ideas.
            - Anyone positioned with their back to speaker will probably reject speaker's
               proposals before they are even presented to them.
            - The person sitting directly opposite the speaker's position is in the best
               to recieve open, positive feelings depending - or closed negative feelings on
               what is being sent.
            - If this person turns away and avoid eye contact, he/she is hesitant to accept
               speaker's ideas.
            - These messages can help facilitator / presentor tailor presentations and
               introduction determine the "timing" of the of the new ideas.

  —   Closing a Meeting
            - Look for opportunities to summarize
            - Avoid forcing revolution of issues that the group wants to leave ambiguous.
            - Ask for volunteers to do follow-up work on a particular matter.
            - When leaving do not mutter negative statements about it being time wasted.
            - If you hear these compliants, take the person aside and in a non-threatening
               way ask for reasons and suggestions for improvements.
            - Keep an open mind to new ideas and try to implement those that seem to have
               merit.
            - Give the person credit for suggestion(s).
            - Person will appreciate the credit and is likely to be a better supporter /
               contributor in the future.
            - Will send message to other participants that ideas and suggestions are
               welcomed.

Participating in Meetings

  —   Prepare before attending a meeting
  —   Find out what is to be discussed -request an agenda.
  —   Review the points you want to make.
  —   Gather supporting data.
  —   If your points are likely to be contrary to other views, you may want to tell this
        advance. Let them know the issues you wish to raise and the reasoning to
        support it.
  —   Arrive a few minutes early. As others arrive, pay attention to what is said and
        to such non-verbal behavior as seating selections.
  —   Using forceful statements during the meeting may prompt the group to freeze
        you out of the remaining porion of the meeting.

New Member to Group

  —   Ask before occupying a seat. Members are likely to assigned themselves to
        seats around the table and expect to sit in that same seat each meeting.
  —   Certain seats also carry more "clout" than others.
            - Around a rectangular table, the facilitator / leader almost always sits at the
               head of the table.
  —   Another dominant participant will assume seat on the opposite end / foot of
         the table.
  —   When participants randomly assume seats, those who sit in the end seats will
         end up
  —   acting more forcefully than usual. Observe the participants body language.
  —   "Heavy hitter" body language:
            - Sprawl or sit in relaxed position
            - Usually shift position frequently
            - Gesture with large movements, moving away from body
            - Swivel in chair, if possible
            - When speaking, look directly at people more than other participants
            - Avert their gaze when listening

Once Meeting Has Settled Down

  —   Groups that meet often usually settle down quickly.
            - Listen carefully, then pick your moment to volunteer you point.
            - Make sure that you have facts to support your position. This is especially
               relevant when a point(s) are raised for the first time.
            - If feeling less confident, wait for a moment when it can be introduced
               as a helpful response to a remark made by someone else.
            - Present your idea as an outgrowth of the discussion.
  1. Make your point clearly.
  2. Use sentences that quickly summarize your facts.
  3. Listen carefully to remarks that follow; answer questions and defend idea
    without getting defensive.
  4. Do not press prematurely for a conslusion.
  5. If decision goes against you:
        - Be quiet
        - Let the matter drop
        - Do not sulk or "whine"
Disagreeing

  —   Be very conscious of need for everyone to "save face."
  —   Consider:
            - Going back to purpose of meeting. Perhaps ask a question.
            - Suggesting a look at issue in a broader content.
            - Adopting role of devil's advocate - raise objection in this context.
            - If in greater risk taking mood, Use / accept part of the viewpoint.
               enthusiastically and restate the rest; slightly altering it to fit your own view.



    For more information Contact Us.

    Return to About Us main page.

Select Assess & Train

Monday, March 18, 2024


Select Assess & Train Select Assess & Train Click here for More Information Select Assess & Train Select Assess & Train Select Assess & Train Click here for TTI assessments and related tools - introduction Select Assess & Train Click here for SELECT Associate Screening System, pre - employment testing system for entry level, hourly, temporary job applicants - introduction Select Assess & Train Click here for SalesMax for sales professionals, salespeople - introduction Select Assess & Train Click here for ASSESS assessment system for supervisors, managers and professionals - introduction Select Assess & Train Click here for E-Net Hire Workplace Attitudinal Assessment System - Web based, workplace attitudinal assessment for hourly, entry level, office employees, general laborer employees - introduction Select Assess & Train Click here for Proception2 Profiling Series System - DISC and Business Motivators Assessments - introduction Select Assess & Train Click here for E-Net Select application tracking system Select Assess & Train Click here for Perceptions 360 - 360 degree feedback - dual scale multi-rater system - introduction Select Assess & Train Select Assess & Train Select Assess & Train Select Assess & Train Select Assess & Train Select Assess & Train Select Assess & Train Select Assess & Train Select Assess & Train Select Assess & Train
Selection and Assessment systems









TTI assessmentspre-employment testing system, pre-employment tests, assessment systems360 Degree Feedback survey, MRA surveys, 360 Feedback surveysAbout Select Assess & Train Select Assess & Train
 
© Copyright 2002-2024