What do you notice in meetings?
How long ago was your last meeting? Many meetings are standard in many companies. Meetings are planned, often simply for the reason that they are on the schedule. But how many of the employees really listen or can they learn something? We have listed here what is important that a meeting is really successful and profitable for your company and which mistakes you should avoid:
If you realize how much time a meeting takes, that's a lot. That is why the time should be used wisely, but this is often precisely the case. All those involved lose valuable time that would be more important for other tasks.
Tip:Often it is simply easier to write a short email or have a short conversation in private. Not all colleagues are always needed to solve a problem or discuss results. Try to schedule the meetings so that the entire team benefits. Discuss only relevant topics for the entire team and plan short individual feedbacks.
Often there are difficult topics or areas that everyone wants to give their opinion on. If there is no one here to lead the meeting, it ends in long discussions. Important points are skipped and less relevant topics are dwelled on.
Tip: In a meeting, it makes sense to work through the points to be discussed one after the other. If a point is discussed too long, intervene or postpone the conversation until a later period. Think again whether it really makes sense to discuss the topic with the entire group or whether you can regulate the situation differently. Again, talk to fewer employees at once or get feedback by e-mail. This way you lose less time, you save yourself stress and yet your employees do not have the feeling of being neglected.
In many companies, meetings are always the same. So it's no wonder that colleagues are often not motivated or that the meeting does not produce a successful result. In addition, the participants' attention is reduced because they think they already know what is being said.
Tip:Get your team's opinion. They know what can make the meeting more interesting. In order to have better meetings over the long term, you should therefore ask for honest feedback on a regular basis. What was good? What rather not? What changes are desired? Implement this feedback and incorporate it into future meetings. This is the only way that your employees have the feeling of being valued and they are automatically more attentive.
The same colleagues always have their say
In every meeting there are candidates who always want to add their mustard. Others hold back rather quietly and hardly speak. Often there are also discussions between the same people who keep holding up the meeting.
Tip:Try to involve each of your team members. This is the only way to get an objective opinion on your topic. There may also be opinions or arguments that you have never heard before and probably wouldn't hear if you didn't ask. If you notice that the quiet participants don't really have much to say even after asking several questions, approach them again individually and ask them for their feedback on the topic. You will see, they will feel more valued and come out of themselves more in the future. Often new points of view and food for thought emerge.
Hardly anything blocks creativity as much as routines. And nothing tires you faster than a meeting that seems to go on forever. Fatigue spreads and after the meeting it is harder to concentrate again.
Tip: Surprising and short breaks break through the phase of fatigue. Five minutes to get up, stretch, walk around, ventilate, drink, chat, ... reactivate motivation and attention.
“I was quick to get a coffee.” Or “I was still on the toilet” are often used as excuses. The meeting should have started at 10 a.m., but even at 10:10 a.m. the team isn't complete. Maybe you are even the one who is regularly late. It goes without saying that your employees will get used to it at some point and keep coming back to the meeting later.
Tip:Stick to your schedule and lead by example. This is how your employees notice that you are serious about the topic. If someone is late, they can no longer attend the meeting and learn their lesson. It is important that you make it clear when the meeting starts and that everyone has to be on time.
No end in sight
"Oh, I can think of something else" ... and that turns into an additional 30 minutes. If your meetings are not clearly structured, this can happen more often. Not only will your schedule be postponed, but also that of your employees.
Tip:Here, too, it helps to have a clear plan of what topics you want to address. Before the meeting, think about how long a topic should last and keep an eye on the clock. After a while you will notice which topics require more discussion and which can be kept short.
Nobody really listens
Even if you are not giving a lecture, you should think about the impression you are making. Whispering to the people sitting next to you, interrupting the other participants and exposing colleagues does not make a good impression. Even those who answer e-mails or even take calls on their mobile phone in between make themselves unpopular.
Tip:Make the rules of the meeting clear beforehand. Feel free to intervene if you notice that some of your co-workers are not paying you their full attention.
The results are not implemented
Only afterwards does it become clear how successful a meeting actually was. Document the decisions and results of your meeting. A short report of the results is sufficient for particularly discussed topics. It is best to send the results of the meeting as a circular email immediately afterwards, so that everyone can implement the planned things immediately. The more specific you are with your goals and wishes for a project, the better.
Ultimately, it is your job as a team leader or boss to ensure that a meeting is successful. If you don't know why a meeting is going nowhere, bring someone else with you. Often this results in a completely different perspective. Your employees are also good at telling you what can be different in meetings. Ultimately, they are the ones who have to implement projects.
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