I am Zhuo Yan, and we will learn together for life, day 221.
In department management, there is a kind of thing that is very small, but if it is not handled well, it is the most wasteful management resources, that is, a regular meeting.
As managers, we all know that as long as the team reaches a certain size, this work meeting cannot be opened. It is not open, there is no way to work synchronously, and it is difficult to symmetrize information.
Usually, a team will generally hold a regular meeting once a week, and when some projects are more urgent, even a day of scheduling, a day of meetings. You see, if we have a regular meeting, the slightly larger team is calculated as two hours, two hours a week, and at the end of the year, the whole team will invest 100 hours as an example.
If we can use these 100 hours well, it can become a pry point for our work and save time for our managers.
If the regular meeting is not arranged well, the manager is not very willing to hold the meeting, and the employee complains, the regular meeting will become a "daily pain" in the workplace. It hurts every day, but it seems like I have to come once a day.
Today we will mainly talk about the problem of how to hold a regular meeting.
Two kinds of regular meetings that don't work well
First of all, what does a badly open regular meeting look like? Two extremes.
The most common is to turn regular meetings into "church meetings".
It is that each employee speaks one by one, reports one by one, and talks at length when he speaks, and does not care whether others listen to it or not. When other colleagues speak, we can bury our heads in our own business. You see, even if there are only 10 people on your team, 2 hours have passed since this circle, and there is no valid information at all.
At this time, as a manager, you are likely to be impatient, and you will say to your subordinates: "You grasp the point, you are talking about the key points." "It's over again, I met a timid subordinate, in a hurry, not only would not say the point, but also played twice as fast, and everyone did not know what he was talking about.
You said that since employees can't understand it, let's talk less and let the leader talk about it. I'm sorry, but if you do this, your regular meeting will immediately fall into the second extreme, and the regular meeting will be turned into a "hall of words" for the leadership.
So we often see such a regular meeting, the leader stands on the top of a meal, "I think this thing should be done this way", "I think that thing should be done that way", and there is silence at the bottom.
The leader finally asked everyone, saying " Is there a problem?" There is a hurry to ask ah. "Everyone said no problem, adjournment. The result went down to execution, a mess. This leader is confused, I have spoken so clearly, and let you ask questions you did not mention, how did you get to the practice of going everywhere to have problems?
We certainly know why, because it looks like everyone is there, but in fact the employees are not involved. All the information at this meeting is one-way input, which of course will have problems of one kind or another when executing.
So you see, whether it is a church meeting or a speech hall, this kind of regular meeting must not be allowed. And we all know that if the regular meeting is not held well, the cohesion, execution and business ability of the team will be greatly reduced. What to do?
The regular meeting is not a basket, but a stick
The problem of regular meetings is all too common, and I would like to ask you to remember a principle, which is the following sentence: a regular meeting, not a basket, it must be a stick.
What is a basket?
It's about turning this regular meeting into a basket, in this 2 hours or 1 hour, everyone throws things in, and the way everyone shows sincerity or seriousness is to throw things into the basket, my PPT is longer, I lose more things, and everyone is trying to tell others what they did.
Whether it is a manager or an employee, in fact, they are all in the hall, and the things in this basket are lost more and more, but the basket is full, and no one takes things from the basket. This basket, after the meeting, is over with a seal, and it has not become a resource for our work.
What is that stick?
Sticks refer to functions that have clear pointing and precision. You have to set a clear goal for your meeting, I only point to this, I only work on one point. This is the function of a stick, which is to pry a point very precisely.
What is this point? is the goal of the meeting.
1. Clarify the objectives of the meeting
Regular meetings should also have meeting objectives. Different companies, different teams, different managers, there will be different goals at the beginning, the key is whether I can find the right goal for my team.
For example, I see some very good service companies, the goal of their regular meetings is very simple, that is, training, through the regular meeting to copy the experience of a certain employee to others, so that the team's ability to grow.
For such a company, as a manager, the theme of the regular meeting must be clear at the beginning: "Come, from tomorrow we will standardize the regular meeting, at the regular meeting, everyone will only say one thing, that is, in the past week, what new problems have been solved in the core?" 2 for each person, said at the meeting. Other work we don't say at the regular meeting, we will solve it later."
At this time, the experience of a sales executive solving a hesitant, tangled customer may also be useful for the other three customer service supervisors and production supervisors.
For example, for many marketing departments, the purpose of the regular meeting is to solve the urgent problems of the team at this stage according to the progress of the existing plan - this is a regular meeting to solve the problem.
Then as such a manager, you can collect problems in advance.
For example, before the meeting, everyone reports on what problems must be solved at this meeting this week — please note — that must be resolved at this meeting. Everyone will report at least one, everyone will vote before the meeting, the first three issues will be solved centrally at the meeting, and the rest of you will solve them individually, or find me to coordinate.
In this way, a regular meeting becomes a problem solving meeting that focuses on the three highest-voting and highest-frequency issues. After the 52-week regular meeting a year, we solved more than 150 problems, is it very powerful?
So the regular meeting is meaningless, and it has become a formality, most likely because you did not clarify the goals of the meeting at the beginning, or your meeting goals were set too much, and everyone could not finish the discussion.
This is called clarifying the goals of the meeting, turning the regular meeting into a stick, rather than becoming a basket for everyone to lose information.
2. Implement the agenda of the meeting
However, it was not enough to determine the objectives of the conference, and whether the objectives of the conference could be resolutely implemented, there must also be a qualified agenda for the meeting.
In fact, what is often the case with our regular meetings? There may be a goal before the meeting, but when it is open, it usually goes astray.
For example, this was originally a review meeting, and everyone sat down to solve a problem in the business two days ago. As a result, everyone thinks that it is not very reasonable to say that this is a division of labor. So everyone began to discuss the work that everyone had at hand, and it became a task distribution meeting.
After half a day of discussion, before the results could be obtained, the leader suddenly felt that something was wrong and said, "What are you doing, or let's go and see what other companies do?" Then he said it again, and as a result, it became an ideological education meeting for managers, talking about ideas and feelings.
Everyone was tired after a meeting and didn't make anything clear.
Therefore, a qualified manager, at least in the matter of the regular meeting of the department, you must be able to grasp the entire meeting agenda, and you must limit the number of people, limit the length, and limit the theme.
Before the meeting, it is necessary to send agendas, documents and materials to all participants, and ask others to read them before the meeting;
During the meeting, it is necessary to control the order and length of speech of each person;
After the meeting, there must be a conclusion, and this conclusion must be implemented into the meeting minutes, if the meeting minutes are to be signed, and each meeting minutes must have a clear next step that can be followed up, implemented, and measured.
I guess some people might hear this and say, "Where do I have time to do these things, every regular meeting is so worried, I can't do anything else?" ”
Yes, the more elaborate the meeting, it is unlikely that the manager will be able to prepare the meeting to this extent. There is a seemingly reduced pressure for managers, but in fact, managers still have to do a lot of work, that is, for example, will set up rotating hosts.
Set the rotating host
How does this person pick it? You need to be on your team to pick the backup people you want to develop the most.
It can be a promising young man on the team, or it can be a manager you hire from outside and hope that he will be integrated into the organization as soon as possible. Then tell him: "From now on, our department will set up a rotating chairman every week to be responsible for organizing meetings and presiding over meetings. Come and go, this month is you, let's come in shifts. ”
Why pick people like this?
First, in general, you choose people and want to cultivate them, and his initiative and learning ability should not be too much of a problem. Let him take on this part of the work, and you should be able to rest assured in terms of ability.
Second, the rotating host needs to run. Through such a run, this person can be seen by everyone, because the rotating host must mobilize others in advance, for example, to prepare, according to everyone's speech to output the minutes of the meeting, and to watch everyone implement the resolutions of the meeting. Then the sense of meaning of this person's work will naturally increase, and the communication and connection with other people will be closer.
You see, by organizing the role of rotating meeting moderator, he can become an important node in the organization.
Of course, you need to teach him hand in hand in this process. Don't you think, say that you can throw the pot out, I arrange a host to finish, let him think about it himself.
Of course not. In the workplace, every time we deploy a job, we have to remind ourselves whether this subordinate needs me to coach his work.
When we set up a rotating moderator to develop a person, or to integrate a person into the team faster, we have to do a few coaching sessions.
For example, how to start a conference, you have to teach him, because every company culture is different.
For example, how to write a good meeting minutes, different units have different rules.
For example, how to host this meeting, you may have your own preferences and requirements.
All that you have just said, you have to give your subordinate a tutor. In this process, the more critical role of the system of setting up rotating moderators has emerged.
Please note that the main point of the system of setting up a rotating host is not to preside, but to use this system to hold regular meetings and cultivate people.
How to train him? It is in your daily communication about how to open and organize this regular meeting. In order to do this job well, you need to communicate frequently with this person. For example: Is this topic ok? Can I attend the meeting? If so, how will this topic be discussed at the meeting? If this topic does not work, why? What are the questions that everyone poses when they come to the conference? Do we have a ranking for these questions? Do we have arrangements? What are the actions that everyone should implement after the meeting? Wait a minute.
For every question, this rotating moderator has to build consensus with you.
That is to say, during this time, he is equivalent to standing at your level of perspective for a month in advance, then this person's overall sense of your team will of course be much deeper and more complete than the information he himself got by fooling around there.
After establishing the overall awareness, you can take him, temper him, and let him exert this overall awareness when solving his own work problems.
Again, the saying goes: Soldiers who know why they are fighting are invincible. This is called the value of global awareness.
We all know that in the workplace, the gap between ordinary employees and excellent employees, the gap between excellent employees and managers, often lies in this overall awareness, that is, whether a person can see the whole picture of the entire chessboard.
So you see, setting up the rotating host of the department's regular meeting can not only allow you to manage the fixed activity of the regular meeting more carefully and prepare better. It can also be an important way for you to exercise and nurture people.
This is the embodiment of managers' management communication skills in achieving multiple goals and tasks.
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Reference resources: Get logical thinking Luo Fat selection "How to open a good work meeting?" 》