A Good Meeting Can Achieve Twice The Result With Half The Effort.

About 100 years ago, general Henry Martin Robert, general of the United States, published the rules of procedure of Robert. Since then, people have regarded this book as a standard of democratic deliberation.

The greatness of Robert's rules of procedure is that it sets up a complete process for the ordinary meeting, so that the meeting can not get into disorder, cause contradictions and guarantee the rationality of decision-making.

But today, our meeting is still lacking in rules. The meeting is complicated, and the meeting will be casual.

Applying Robert's theory to the reality of enterprises, we are here to sort out a method suitable for business meetings to see what should be done for an efficient and wonderful meeting.

A meeting must be purposeful, and it is intended to make a resolution which is related to the interests of the company through public discussion. A person who does not know why will inevitably take away from topic and silence.

Before entering the conference room, each participant should have his own ideas and what he wants to say today.

Brainstorming is not an effective form of conference, because it is difficult to make the best choice when putting forward ideas immediately.

Borrowing meetings and discussing, stimulating imagination, and creating new schemes from scratch are actually not allowed.

The meeting should be prepared and the process of constructing ideas should be completed before the meeting. There is only one task for the meeting to find the best solution to the problem.

Therefore, there should be some work before the meeting, agenda, contents to be discussed, and related tasks of everyone. There should be someone specially responsible for drafting and sending mail, even if regular meetings do so.

Of course, employees can also put forward new questions in the mail so that everyone can think early.

In addition, there is a small skill that allows employees to be more prepared and expected for the meeting, which is to disclose ahead of time the decisions to be made at the meeting and the effect that may be achieved, which means that the meeting has been preheated and hyped up ahead of schedule.

If the meeting is only simple to arrange the task, the role is mostly not too positive, because people do not get their own time and the right to speak, sitting at the table, easily lead to depression.

If it can be replaced by e-mail or private communication, it will be more appropriate.

Perform personal roles well

On a daily basis, meetings in a company need two roles: the guide and the participants.

The convening of the conference is usually guided by who, and the role of the leader is equivalent to the chairman or moderator of Robert, who is responsible for stepping in and regulating the atmosphere and triggering discussions.

At the beginning of the conference, it is best for the guide to reiterate what the purpose of the meeting is and what problems need to be solved, and then explain where to start the discussion, and then guide people to express their ideas one by one.

This is to allow participants to adjust their status to the meeting, and to give some time to prepare for speeches, so that everyone will not get caught up in a panic from scratch.

The guide should pay attention to observing who has been saying, who will not speak in the whole meeting, so as to make a balance.

The core of the internal conference is discussion, not publication and listening.

If a problem arises after a problem is encountered, the guide can try to break it down into several sub problems, substitute it in the real context, or first publish his own views and stimulate discussion.

At the end of the conference, the guide needs to re emphasize the points that we all agree on so as to proofread the understanding of the spirit of the meeting.

The participants of the conference must organize their ideas together before the meeting. It is best to write down drafts in writing, so as to prevent the brain from blanking in tension at the meeting.

It is also convenient to maintain a clear state in the meeting to listen to others' opinions instead of just thinking about what they want to say and emphasizing their views.

If sufficient manpower is available, it is best to set up a special recorder at the meeting to deliver the main points after the meeting to all participants, on the one hand, to confirm the resolution, on the other hand, it also gives people room for feedback.

If someone fails to fully express his ideas at the meeting and still disagrees with the resolution, he can communicate again by mail.

But repeated meetings on a problem are generally unnecessary. They insist on the principle of "one thing, one discussion" and save the cost of meetings. Unless more than 2/3 of people think that the issue should be discussed again, try not to reconsider, but it will be time-consuming and laborious.

A meeting should avoid a person's speeches, and the rest of them will feel passive and speechless. And everyone speaking at will will be slow to make progress.

This requires the establishment of a "rules of the game" in the venue. Robert's special emphasis is on procedural justice of the conference.

The most critical point of the rule is to restrict the time and frequency of personal speaking. The way to reference is to arrange the order of speakers in advance, and then discuss it after completion of the round.

When the same opinions are repeated in a timely manner, the guide of the meeting should pay attention to interrupt in time and ask for different opinions.

The final decision should be supported by the majority.

When most people agree with a resolution, the opinion of a few people should be restrained, otherwise the meeting will be endless. But most people must respect the rights of a minority, and every decision maker should have the right to speak.

If the problem is very significant, the quantitative indicators adopted by the resolution can be adjusted, for example, from 1/2 to 3/4.

For participants, the premise of expressing their views is to listen to each other's speeches. You have to make sure that you understand what others want to say.

In many cases, opinions are not contradictory, but different expressions can lead to disputes.

However, if opinions are indeed tit for tat, they should also try to be outspoken. After all, meetings are open, and the problems are public and private.

However, we should pay attention to the method, and we should better express our views to the leaders of the conference, because if the holders of different opinions face to face discussions, it is likely to become a confrontation or quarrel, resulting in emotional control.

It is said that a meeting should not exceed 20 minutes. It is suggested that a meeting be held in order to make a prompt decision.

It is not recommended here.

Meeting is to discuss fully, and it can be done as soon as possible, but it is meaningless to limit the length of time. Instead, it tends to be formalistic and careless.

But the meeting time is by no means the longer the better. Okamoto, general secretary of the Tokyo general assembly, said: "meeting time is best not to exceed two hours, and two hours is the limit of one's attention."

This is a reasonable argument. If you lose your attention, it will be ineffective.

During the meeting, we need to relieve the pressure of frequency and carry it out to a certain stage. We can lead the people to jokes, gossip, and massage the nervous nerves in our minds.

But on the premise that we must not go too far, we should be able to pull back to the meeting again.

As for the occasion of the meeting, it is not important. The important thing is whether we can concentrate our attention on the issue of the meeting.

However, it is indeed necessary for employees not to be too nervous and unable to speak. Yu Shiwei, a famous management scientist, often organizes meetings of staff at the beach, and everyone wears beach swimsuits, relaxing and agreeable.

Most enterprises can choose the location of the meeting in the nearby coffee shop. They sit opposite to each other in a slanting angle. From a psychological point of view, they can express and listen more freely.

In addition, electronic devices that are not available at meetings will be allowed to rest if they can stay in the office.

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