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 a proof of work for the productive handling of the meeting time.
If the log is then logged, the following log types can be distinguished:
- Memory protocols: are written as a reminder after a discussion by individual participants of the meeting, in which important appearing aspects and facts are recorded to document the rough contents of the conversation or important single points. Short minutes summarize the results in a nutshell and provide the information that enables a non-participant to understand the context 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.
- At 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.
- As explained above, it is a very small amount of concentrated sourdough, a small power chamber, with which you can bake a new bread without having to wait days for your sourdough to ripen. The leaven is stored in the refrigerator and is waiting to be activated. With a very small part of it a new sourdough is "inoculated". It needs only XNUMX-XNUMX hours - instead of XNUMX to XNUMX days - to be ready for baking a bread. Since a little part of this mini sourdough is always retained and stored in the fridge, the new sourdough can be used completely to bake a bread. From the mixture in the fridge a new sourdough can be made at any time. Now you are going to learn 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 identified by name.
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