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second kind of meeting is to solve a specific problem. Meetings of this sort, called mission-oriented, frequently produce a decision.
the people attending should know how the meeting is run, what kinds of substantive matters are discussed, and what is to be accomplished.
given the regularity, you and the others attending can begin to forecast the time required for the kinds of work to be done.
three kinds of process-oriented meetings: the one-on-one, the staff meeting, and the operation review.
Its main purpose is mutual teaching and exchange of information.
how do you decide how often somebody needs such a meeting? The answer is the job- or task-relevant maturity of each of your subordinates. In other words, how much experience does a given subordinate have with the specific task at hand?
“The good time users among managers do not talk to their subordinates about their problems but they know how to make the subordinates talk about theirs.”
applying Grove’s Principle of Didactic Management, “Ask one more question!” When the supervisor thinks the subordinate has said all he wants to about a subject, he should ask another question.
keep the flow of thoughts coming by prompting the subordinate with queries until both feel satisfied that they have g...
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take notes in just about all circumstances, and most often end up never looking at them again. I do it to keep my mind from drifting and also to help me digest the information I hear and see.
Since I take notes in outline form, I am forced to categorize the information logically,
The supervisor should also encourage the discussion of heart-to-heart issues during one-on-ones, because this is the perfect forum for getting at subtle and deep work-related problems affecting his subordinate.
One-on-ones should be scheduled on a rolling basis—setting up the next one as the meeting taking place ends.
What is the leverage of the one-on-one?
Ninety minutes of your time can enhance the quality of your subordinate’s work for two weeks, or for some eighty-plus hours, and also upgrade your understanding of what he’s doing.
At the same time, the subordinate teaches the supervisor, and what is learned is absolutely essential if the supervisor is to make good decisions.
opportunity for interaction among peers.
Staff meetings also create opportunities for the supervisor to learn from the exchange and confrontation that often develops.
What should be discussed at a staff meeting? Anything that affects more than two of the people present.
This is the medium of interaction for people who don’t otherwise have much opportunity to deal with one another.
The basic purpose of an operation review at Intel is to keep the teaching and learning going on between employees several organizational levels apart—
The supervisor of the presenting managers—an Intel divisional marketing manager, let’s say—should organize the meeting.
also be in charge of housekeeping
he should be the timekeeper, scheduling the presentations and keeping them moving along.
The reviewing manager is the senior supervisor at whom the review is aimed—
he should ask questions, make comments, and in general impart the appropriate spirit to the meeting.
But care must be taken, because all too frequently a presenter gets so obsessed with getting through all of his visual material that his message gets lost even while all his charts get flipped.
emphasize with a color pen or pointer.
a presenter has to watch his audience like a hawk.
Facial expressions and body language, among other things, will tell him if people...
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One of the distinguishing marks of a good meeting is that the audience participates by asking questions and making comments.
Lack of interest undermines the confidence of the presenter.
Pay attention and jot down things you’ve heard that you might try. Ask questions if something is not clear to you and speak up if you can’t go along with an approach being recommended. And if a presenter makes a factual error, it is your responsibility to go on record.
the mission-oriented meeting is usually held ad hoc and is designed to produce a specific output, frequently a decision.
one person usually has more at stake in the outcome of the meeting than others.
the chairman or the de facto chairman who calls the meeting, and most of what he contributes should occur before it begins.
When a mission-oriented meeting fails to accomplish the purpose for which it was called, the blame belongs to the chairman.
the chairman must have a clear understanding of the meeting’s objective—
before calling a meeting, ask yourself:
What
am I trying to ac...
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a meeting necessary? Or desirable? Or...
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Determine the purpose of a meeting before committing your time and your company’s resources. Get it called off early, at a low-value-added stage, if a meeting makes no sense,
Assuming the meeting does need to be held, the chairman faces a set of obligations.
you must identify who should attend and then try to get those people to come.
Keep in mind that a meeting called to make a specific decision is hard to keep moving if more than six or seven people attend.
chairman is also responsible for maintaining discipline.
wasting time here really means that you are wasting the company’s money,
chairman should finally be responsible for logistical matters.
make sure that all necessary and audiovisual equipment is present in the meeting room.
