Tuesday, December 10, 2013

MEETINGS


WHY HAVE MEETINGS?
u defines the team 
u develops the social mind
u clarifies the collective aim
u creates commitment
u gives greater authority to mid/junior levels 
u becomes a status arena

MEETING OBJECTIVES
u Informative / Digestive
v“What is it?”
vlistening to presentations, clarifying and commenting on reports, keeping up to date on current projects, review of activity etc.
u Constructive/ Originative
v“What shall we do?”
vSomething “new” is to be devised: policy, strategy, sales target, product, marketing plan, procedure…
vPeople are to contribute their knowledge, experience, judgment, ideas and opinions
u Executive Responsibilities
v“How shall we do it?”
vResponsibilities are distributed around the table
vMembers contribute by taking responsibility for implementing their part of the plan
u Legislative framework
vTop level decisions made and communicated
vModifying rules, routines and procedures within and through which all organizational activity occurs
vResponse to changes in external and internal business environment

TYPES OF MEETING
u Regular Meetings
vDaily meeting: People work together on the same project with a common objective and reach decisions informally by general agreement
vWeekly or Monthly meeting: Members work on different but parallel projects. There is a certain competitive element and greater likelihood that chairman will make the final decision
u Occasional Meetings
vIrregular, occasional or “special project” meeting: People united only by a specific cause and motivated by the desire that the project should succeed. Here, actual voting is rare, but every member has an effective veto

5 STEPS TO A DECISION
u Problem
v“what’s the matter?” “where does it hurt?” “how much does it hurt?” how often does it hurt?”
videntify the issues
u History
v“has it happened before?” “when?” “how many times?” “how often?” “what were you doing before it started hurting?”
vprovide a comprehensive context
u Current Status
v“is it hurting now?” “Lie down and let me check your tummy”
vsituation analysis
u Diagnosis
v“it looks like appendicitis” or “I think we need to get some tests done.”
vmake your judgment, finding, opinion, verdict, conclusion
u Decision / Prescription
v“We have to operate tomorrow” or “Please get these tests done immediately”
vmake the decision; suggest the solution

HOW TO CONDUCT MEETINGS:
u set objective – what and with whom?
u set agenda – how?
u set location and time– where and when?
u start on time
u seating position
u know the people and control them
u welcome ideas and suggestion
u work up the pecking order
u close on high note of achievement and unity
u fix time for next meeting
u ensure someone takes minutes and circulate them before the next meeting

HOW TO BE A GOOD PARTICIPANT AT A MEETING:
u Be brief – Don’t take a long time to say very little.
u Be there – Do not be detached and uninvolved.
u Be yourself – Speak from personal experience, competence and expertise.
u Be open – Watch out for your suggestion-squashing reflex
u Say it – Overcome your diffidence
u Eliminate ego – Avoid personality clashes
u Back yourself – Do not avoid confrontation of ideas 

Monday, December 9, 2013

Verbal Communication Skills: Listening


Verbal Communication Skills: Listening -  

Saturday, November 23, 2013

Notes on Presentation Skills

What is a presentation?
  • public speaking
  • oral reporting
  • formal
  • select audience
  • time-bound
  • predetermined topic
The difference between conversations and presentations:

Conversations are
  • participative 
  • interactive 
  • continuous 
  • have feedback 
  • therefore scope for modification
Presentations
  • focus on speaker 
  • limited feedback potential 
  • generally solo performance 
  • risk of exposure 
  • physically uncomfortable 
  • anxiety, nervousness, fear of standing in the limelight..
Presentations are like stage performances so all aspects that make a performance better must be incorporated into your presentation:
  • audience 
  • stage / platform / podium / backdrop / props 
  • spotlight on speaker 
  • predetermined 
  • timed 
  • practised 
  • “skill” required—a “craft” to be learned
Structure your speech carefully:
  • beginnings and endings
  • types of arrangement
  • jokes, anecdotes, stories
  • making predictions about your audience
The role played by visual aids:
  • types of visual aids
  • what visual aids can do for your speech
  • dos and don'ts of visual aids
The speaker
  • nonverbal elements
  • voice and vocal expression
  • personality and confidence