 Category :: Management Articles |
Author :: Steve Kaye  |
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| Article Title :: Managing Monsters in Meetings - Part 5, Dominant Participants |
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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) |
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| Category :: Management Articles |
Author :: Steve Kaye |
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| Article Title :: Managing Monsters in Meetings - Part 4, Quiet Participants |
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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) |
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| Category :: Management Articles |
Author :: Steve Kaye |
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| Article Title :: Managing Monsters in Meetings - Part 3, Drifting From the Topic |
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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) |
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| Category :: Management Articles |
Author :: Steve Kaye |
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| Article Title :: Managing Monsters in Meetings - Part 2, Multiple Conversations |
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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) |
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| Category :: Management Articles |
Author :: Steve Kaye |
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| Article Title :: Managing Monsters in Meetings - Part 1, General Strategies for
Unproductive Behavior |
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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) |
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| Category :: Management Articles |
Author :: Dr. Ulla Sebastian |
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| Article Title :: How to find and realise your life purpose |
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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) |
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| Category :: Management Articles |
Author :: Ruth Zanes |
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| Article Title :: Perfection vs. Excellence (Business, Career, Life Coaching
Series) |
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"(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) |
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| Category :: Management Articles |
Author :: CMOE Development Team |
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| Article Title :: The ACHILLES' HEEL OF MANAGEMENT COACHING |
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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) |
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| Category :: Management Articles |
Author :: Dr. Robert Karlsberg and Dr. Jane Adler |
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| Article Title :: Executive Performance -- Who's to Blame for Incompetent
Managers? |
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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) |
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| Category :: Management Articles |
Author :: Chuck Yorke |
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| Article Title :: Allan Kempert Discovered That Truly All You Gotta Do Is Ask. |
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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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