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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Cliquez pour modifier le style du titre du masque,Premier niveau,Deuxime niveau,Troisime niveau,2004 Capgemini-All rights reserved,Xxx/yymmdd-Effective Meeting Management,Author/,*,Consulting Skills Workshop,Effective Meeting Management,Goals of this module,To discuss meeting management concepts and roles played by work team members to ensure effective meeting outcomes,Teach you the tools and techniques of effective meeting management,To understand one of our critical differentiators in delivering to clients,2004 Capgemini-All rights reserved,Regardless of your role,you are judged on how you handle a meeting,Time,Management?,Managerial/Leadership,Skills?,Executive,Presence?,Problem,Solving,Capabilities?,We participate in all types of meetings,Kick-off,Project coordination,Programme update,Close-out,Briefing,Coaching,Mobilisation events,Brainstorming sessions,Steering group meeting,Performance review,Decision making,Validation,Gathering information,Sales meeting,Depending on the objectives,meeting require the right amount of presentation and facilitation skills,Source:,How to Lead Work Teams:Facilitation Skills,Fran Rees.,Lecture/Presentation,Facilitating,Presenting,80%,20%,80%,20%,50%,50%,Decision making,Problem-solving,Brainstorming,One-way information sharing,Two-ways information sharing,Mobilisation,Meeting Roles,2004 Capgemini-All rights reserved,A minimum of three roles is required to run a successful meeting,Additional roles can be assigned,Time Keeper,Experts,Decision Maker,Observer,“Bad Guy”,RESOURCES,FACILITATOR,LEADER,Meeting roles:Leader,“Owns”the meeting sets the objectives,Determines the participants,Provides support,information,and resources,Sets the tone,Encourages creativity,Makes decisions,Demand serious preparation,attention,and effort,Set high,but reasonable and achievable expectations,Speak in terms of“we”instead of“I”,Make the team realize that the task is important,The meeting leader owns the content and output of the meeting,The meeting leader is generally the person who wants to know“the answer”,Sets the objectives of the meeting,Agrees attendees,Provides support,information and resources,Assigns accountabilities(As)if necessary,Sets the tone,Encourages creativity,Makes decisions,Sometimes the leader and the facilitator are the same personbut it requires more rigorous facilitation,2004 Capgemini-All rights reserved,Meeting leaders behaviour:sets the tone,Demand serious preparation,attention,and effort,Set high but reasonable,achievable expectations,Speak in terms of“we”instead of“I”,Make the team realise that the task is important,Meeting roles:Facilitator,Guides the process,Make it“safe”for everyone to participate,Records group ideas and decisions,Monitors time contract,Brings team back on-track when needed,Helps headline and clarify ideas,Aids team performance,Provides feedback,The facilitator owns the meeting,PROCESS,Adherence to ground rules,Adherence to agenda especially timings,Harnesses group activity,Targeting quiet members of the team,Calming extrovert members of the team,Ensuring full participation from all members,Makes it“safe”for everyone to participate,Records any issues(e.g.Car Park),ideas and decisions,The facilitator is generally responsible for the smooth running of the meeting,The facilitator should not contribute to content,2004 Capgemini-All rights reserved,Facilitators behaviour:make the meeting successful,Guides the process,Make it“safe”for everyone to participate,Records group ideas and decisions,Monitors time contract,Brings team back on-track when needed,Helps headline and clarify ideas,Aids team performance,Provides feedback,Meeting roles:Resource/Team member,Generates ideas and recommendations,Adheres to the agenda,Practices good meeting behaviours,Completes assigned tasks,Participates actively,The team members/resourcing are responsible for contributing positively,Come prepared with any information/data that may be required,have done background research as necessary,(getting the relevant input from others e.g.their direct reports),Actively listen,Generate ideas and recommendations,No“free loading”or sitting in the background thinking of other issues,Raise concerns constructively,No winging sessions,Adheres to the agenda and stick to it,Complete assigned tasks,Participate actively,Practise good meeting behaviours,Team members are generally a selection of people who have been positively identified as having knowledge to input to a meeting,2004 Capgemini-All rights reserved,Steps to Effective Meeting Management,2004 Capgemini-All rights reserved,Steps to an effective meeting,Plan,Do,Review,The majority of project time should be spent in the“plan”and“review”activities,Meeting,Preparation,PLAN,Conduct,Meeting,DO,Meeting,Follow-Up,REVIEW,Objectives and agenda determined,Content,AND,process planned,Determine appropriate players,Roles and respon
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