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Categories :: Business : Management Articles
 


 

Category :: Management Articles Author :: Steve Kaye 
 
 Article Title :: Managing Monsters in Meetings - Part 5, Dominant Participants
 
While dominant participants contribute significantly to the success of a meeting, they can also overwhelm, intimidate, and exclude others. Thus, you want to control their energy without losing their support. Approach 1: Ask others to contribute Asking quiet participants to contribute indirectly moderates the more dominant participants. Say: "Before we continue, I want to hear from the rest of the group." "This is great. And I wonder what else we could do." (Look at the quiet participants when you say this.) Approach 2: Change the process A balanced dialogue equalizes participation and sequential participation (a round robin) prevents anyone from dominating the discussion. Approach 3:  (read full article)
 
 
Category :: Management Articles Author :: Steve Kaye 
 
 Article Title :: Managing Monsters in Meetings - Part 4, Quiet Participants
 
There are many reasons why someone would decline to participate during a meeting. While some of these may be valid, others may warrant intervention in order to hold an effective meeting. Approach 1: Encourage participation When you notice a quiet participant, ask for contributions by looking at the person and saying: "How do you feel about that, Chris?" "What results do you expect from this, Pat?" "Chris, how will this affect you?" Sometimes a quiet participant will test the environment with a tentative reply or a minor, safe point. Respond positively and with encouragement to any response that you receive. Then probe further to explore for more ideas. Sometimes you can encourage qui  (read full article)
 
 
Category :: Management Articles Author :: Steve Kaye 
 
 Article Title :: Managing Monsters in Meetings - Part 3, Drifting From the Topic
 
Although new ideas lead to creative solutions, they can be a challenge when they interrupt or distract the work on an issue. Approach 1: Question the relationship to topic When new ideas seem inappropriate, say: "That's an interesting point (or question). And how does it relate to our topic?" "Excuse me. We started talking about our budget and now we seem to be discussing payroll administration. Is this what we want to work on?" "We seem to be working on a new issue. I'm sure this is important, and I wonder what you want to work on with the time we have left?" These statements greet the ideas with compliments and requests for clarification. This recognizes that the other person could   (read full article)
 
 
Category :: Management Articles Author :: Steve Kaye 
 
 Article Title :: Managing Monsters in Meetings - Part 2, Multiple Conversations
 
Side conversations ruin meetings by destroying focus and fragmenting participation. Approach 1: Ask for cooperation Start by asking everyone to cooperate. Look at the middle of the group (instead of at the talker) and say: "Excuse me (pause to gain everyone's attention). I know all of your ideas are important. So, please let's have one speaker at a time." "Excuse me. I'm having difficulty hearing what [contributing participant] is saying." "There seems to be a great deal of interest for this issue. Could we have just one speaker at a time?" These statements diplomatically acknowledge that a side conversation is occurring without naming the participants or putting them on the spot. Hos  (read full article)
 
 
Category :: Management Articles Author :: Steve Kaye 
 
 Article Title :: Managing Monsters in Meetings - Part 1, General Strategies for Unproductive Behavior
 
It happens easily. You're conducting a meeting and suddenly a small side meeting starts. Then someone introduces an unrelated issue. Someone else ridicules the new issue. Everyone laughs, except the person who mentioned the idea. Then someone insults the person who told the joke. Two people stand up and walk out. Others complain that the meeting is a waste of time. Now, what do you do? And how do you prevent this sort of thing from happening? Or what could you have done to stop it once it started? Here are basic strategies for dealing with unproductive behavior in meetings. Respect other people. Always treat others with respect, even if they are doing things that seem wrong. Their "bad  (read full article)
 
 
Category :: Management Articles Author :: Dr. Ulla Sebastian 
 
 Article Title :: How to find and realise your life purpose
 
Do you have a life purpose? Are you aware of your goals and dreams and do you know how to achieve them? A life purpose is like a light that helps you to focus your energy towards a distant goal and to overcome hindrances and blockages on the way. A life purpose may be like a key word that runs like a red thread through many of your experiences. In my seminars I found out, that many people could put their life under such a motto. For some is it love, for other trust, justice, hope, fairness, openness, wisdom, luck, wealth, fulfillment, integrity, truth, creativity, beauty, humanness, harmony, health or freedom. What is the motto of your life or your present phase of life? Could you name   (read full article)
 
 
Category :: Management Articles Author :: Ruth Zanes 
 
 Article Title :: Perfection vs. Excellence (Business, Career, Life Coaching Series)
 
"(Howard) Hughes never learned how to convert his knowledge to practical application. Instead he sought a perfection that assured failure." - From Empire: The Life, Legend and Madness of Howard Hughes by Donald L. Bartlett & James B. Steel How many times have you heard someone (it may have been you) proclaim or complain that he/she is a perfectionist? You may have noticed that going for perfection is a fool's game. You simply cannot win when you set perfection as your standard. There may be rare and unusual situations where perfection is assumed to be an appropriate standard. Frankly, I can't think of one - no, not even life and death situations such as heart surgery demand perfection i  (read full article)
 
 
Category :: Management Articles Author :: CMOE Development Team 
 
 Article Title :: The ACHILLES' HEEL OF MANAGEMENT COACHING
 
While heading home at day’s end, you begin reflecting on a coaching meeting you had earlier that day with an employee, Chris. You hope that, this time, you finally succeeded in getting her to understand the importance of spending less time in disruptive socializing in the office and more time elevating her performance. If not, you feel that your only remaining alternatives are to give her a poor performance evaluation or demotion or may even fire her. You’re reluctant to do either of the first two things because you know these would disrupt the positive work relationship you’ve had with Chris. And you don’t really want to fire her. On the other hand, you’re running out of patie  (read full article)
 
 
Category :: Management Articles Author :: Dr. Robert Karlsberg and Dr. Jane Adler 
 
 Article Title :: Executive Performance -- Who's to Blame for Incompetent Managers?
 
A recent article in the Wall Street Journal raised the question: Who’s to blame for inept managers? The answer, of course, is the superiors who hire or promote them -- but not because they intentionally select or retain poor performers. Every leader knows that his or her own success depends on putting the right people in the right positions. It’s easy to blame a manager’s poor performance on his or her boss, but more often than not, managerial incompetence isn’t obvious to superiors. Instead, fault lies with the systems used for evaluation and the alternatives available for dealing with performance failure. Despite their widespread popularity, standard 360 evaluations and psychome  (read full article)
 
 
Category :: Management Articles Author :: Chuck Yorke 
 
 Article Title :: Allan Kempert Discovered That Truly All You Gotta Do Is Ask.
 
A year or so ago, I met Allan Kempert. Allan was the Quality Assurance Supervisor for a metal stamping company in Ontario, and just completed Norman Bodek’s book, The Idea Generator, Quick and Easy Kaizen. As Allan explains, he couldn’t put the book down because it was such a simple approach and he knew that it was going to empower the employees at his place of employment. In fact, Allan had tears in his eyes a few times while reading the book because he realized that he had come across a jewel. He spoke to the people in his department and explained how the program worked. He convinced them that it would be beneficial to the company to start a pilot program within their department. Upo  (read full article)
 
 
 
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