01
The characteristics of the vast majority of good meetings
Meeting is a concentrated embodiment of organizational ability and corporate culture, and different meetings reflect a difference in the concept and status quo of different aspects of the organization.
In order to better understand the real situation of an organization, in addition to going to the scene, enterprise management consulting is to participate in internal meetings. The higher the level of internal meetings, the more they can present the real current situation.
Take the management and management nature of the meeting to illustrate - the vast majority of good meetings need to meet:
1. Responsible person, moderator and record are required;
2. Clarify the theme, process and time limit of each speaker (some enterprises do not set up seats in order to avoid procrastination of the meeting);
3. Everyone needs to prepare materials and speak in advance, and there can be no people who only listen to and do not say to participate in the meeting (it is not necessary to carry mobile phones with them);
4. Resolutions, articles of association and plan shall be signed and confirmed by all participants, and the person in charge shall sign and attach the deadline;
5. The relevant materials of the meeting can be publicized, and the arrangements that cannot be publicized are arranged to find the person in charge for implementation within a limited time.
02
Tiresome sales meeting features
Sales meetings are also meetings with administrative attributes. The annoying sales meeting features are as follows:
1, already know everything to say - know that it is the result of the process, and doing it is the result that the organization needs.
The distance to know the distance to be done is discussed in the seventh chapter, "knowing that it is difficult to do is easy", and most people think they know.
Chapter Seven: Knowing easier and doing harder is an excuse - as long as you can't do it, you don't know
Accurate results can be obtained through information reach, feedback received by information (important matters can also be evaluated), behavioral feedback and objective evaluation.
There are several possible types of ABCD in the four quadrants, as shown above.
B. It is necessary to enhance the willingness to do not do it, start from the transmission of meaning and value, and be guaranteed by the reward and punishment mechanism.
When the results are not good, the most cognitive bias within the organization is in the following two points:
(1) It is clear that it is D, but I think that I just did not do it well in the second quadrant. The way to make D realize the truth is to let him compare his plan with A's plan and find the difference, if he can't find it, he is C;
(2) Many people at point C also mistakenly believe that they are just not acting in the second quadrant. The way to get C to recognize the truth is to pass the test according to A's plan standards and then do it. Use the results to verify whether it is converted to A or D;
2, the meeting is dull - the meeting is not prepared in advance to go through the same process as before will be dull. This is particularly true for meetings with no specific purpose and meetings that have little to do with participants;
3. No meeting agenda - the performance of insufficient ability and bad attitude of the initiator of the meeting;
4, the host hosting ability is poor - here also refers to the meeting initiator, insufficient ability to spend time to prepare in advance.
Promote the method to participate in relevant training, ask for guidance from consultants (within the community), and participate in meetings of excellent organizations.
If the organization can measure the labor cost of each meeting, perhaps the meeting capacity will improve faster;
5, sales feel that it is better to waste time than to go out to do business - the meeting is not targeted.
Here's a tip that attendees need to speak. When there is a comparison, the probability of wasting time will be greatly reduced;
6, delaying time and useless bureaucracy too much - sales week will be taboo people who do not understand the business to occupy too much time, especially executives.
We have a little trick in the consulting project, and executives who don't understand the business are only responsible for promoting incentive policies;
7. Can not be valuable guidance for the actual work - do not understand the business, do not understand the personal situation of the participants, do not understand the real problems of the front line will appear this feedback;
8, meeting means submitting a headache sales report - if the report does not have the role of learning and reference, it is a pure waste of time.
A good idea is to ask attendees to check each other's sales reports in advance, so that the game of mutual evaluation at the meeting will not be so tedious.