1. Who is coming at all?
A not to be underestimated success is the decision of who to invite to the meeting and who not. In routine meetings or at a jour fixe, the circle of participants is clear. In other cases, the objective and agenda items determine who is invited.
Do not invite too many participants, as the success of the meeting is as follows: The fewer participants involved, the better. With a manageable number of participants, it is easier for you to keep the thread. It is also possible to invite specific participants to individual agenda items.
No more than ten people should attend your general meeting. To make decisions and to develop concepts, five to eight participants are considered ideal.
Ask yourself the simple question: If you could invite only three people to this decision-making, what would it be? The answer to this question will certainly make your planning process more rational.
3. Meeting duration: short or long?
In most cases, shorter meetings are more productive than longer ones. But there are also topics where it makes sense that these be carried out longer, since they are then more productive. For example, you might consider having a longer meeting per quarter rather than organizing shorter weekly or monthly meetings.
Do not allow your meeting to become a time killer, but be a role model for the leadership; you also require an effective handling of time by your employees.
4. The right protocol
No meeting without a log: A result log, ideally written during the meeting and immediately after the event per eMail is sent briefly summarizes who was present, what measures were agreed, and serves as proof of work for you to deal productively with the meetingzeit.
If the log is then logged, the following log types can be distinguished:
- Memory protocols: will be written after a discussion by individual participants of the meeting as a reminder in which important appearing aspects and facts will be included to document the coarse contents of the conversation or important appearing individual points. In short protocols, the results are summarized in the form of keywords and provided with the information that makes it possible for a non-participant to understand the relationships within the event.
- Summary proceedings: summarize the key findings of the meeting. Decisions and work orders in particular are laid down. The contributions of individual attendants are not marked. The result of the event is the joint result of the whole group. It is therefore not clear how the respective results came about. The objective here is the effective recording and keeping of work orders in the sense of who does what with whom and when. This is the most common type of business log.
- Bei detailed result logs: It also covers the pathways to decision-making and important opinions and contributions. Literal citations and indirect speech are identified as such.
- The History Log: returns the entire course of the event. All arguments and opinions are recorded. Resolutions are quoted verbatim. The exact way to common decisions and remaining reservations of individual participants are clearly documented readable. Speeches are given verbatim in the verbal record. It may, for example, be copies of tape recordings. The speeches are marked by name.
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German edition: ISBN 9783965960886
English version: ISBN 9783965960893 (Translation notice)
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