Random meetings are the biggest waste of time. _ Enterprise Management _ Industry News

When it comes to meetings, what gives people a headache is not the meetings themselves, but the waste of time caused by inefficient meetings.

For example, if a 2-hour meeting was held and the information was not synchronized, you would be asked to provide constructive suggestions. Having no opinion means not being serious and lacking insight. This kind of meeting can be opened without considering whether you have time or not.

When inviting you to participate, it is not allowed to refuse. There is a feeling of 'you can't drive this'. After participating, you realized that you are just a tool person. Not to mention wasting time, I have to work overtime to complete the original task.

The initiator talked incessantly, and the meeting was like a personal speech. Others couldn't understand and couldn't grasp any effective information, so they had to wait for it to end. After the meeting, there will be complaints about "not actively attending the meeting, not expressing personal opinions, and lacking a sense of participation

The practice of 'holding a meeting first when faced with difficulties' is not a problem. The key is whether you know the purpose of the meeting and how to hold it correctly and efficiently.

The 'Three Sovereigns' Behind Inefficient Meetings

In my twenty years of management, I have held many meetings. I have found that the reasons for the inefficiency of meetings are mainly due to the following three situations.

Firstly, professionalism

The so-called professionalism means that he always tells you during meetings that he is professional and you have to listen to him. If you don't listen to him, it means you are not professional enough. Many leaders with technical backgrounds are prone to this problem, such as technical directors.

Leaders who are limited by professional thinking are always immersed in their professional field, without the awareness of looking outward and unable to establish connections with other departments. Once there is a problem, they will throw the blame and refuse to admit their mistakes, being very stubborn and difficult to communicate with.

The work of any department has its own professionalism. I often say that to judge whether a department has made a contribution, professionalism is only the most basic. What is more important is whether it can create value for other departments.

If one blindly believes that others are wrong and only one's own is right, without effective communication and collaboration with other departments, this department will eventually be eliminated.

Secondly, individualism

People with a self-centered mindset only consider the interests and demands of their department during meetings, without considering the company's goals and long-term development, and even prioritize personal interests over organizational interests.

Once another department points out a problem, he will immediately lose his temper and adopt a tough attitude, thinking that the other party is here to question him and challenge his authority.

Such leaders have two sets of standards for themselves and others. They are good at exploiting loopholes in rules to profit for themselves and their department. They oppose anything that is not beneficial to them. What the company fears the most is the existence of such refined selfish managers.

Meanwhile, individualism is the biggest obstacle to cross departmental communication and collaboration, as it creates intangible departmental walls, increases internal friction between departments, and wastes company resources.

These self-centered leaders may seem to have gained a lot, but those who only pursue their own value and do not care about organizational interests cannot create greater value.

Thirdly, formalism

The formalism here refers to managers who only do superficial work without result orientation and show others.

How can the meeting be effective if it is not implemented or implemented in a formal way?

Many sales executives have a meeting as soon as they get off work, euphemistically called summing up and resuming trading.

However, as long as you listen carefully, you can find that even if the employee's report is the same as the daily account, he doesn't care. The problems raised by the employee and the work that needs to be coordinated are only verbal promises and will not be implemented.

This kind of formalistic meeting is also the most abhorrent. In addition to wasting time, there is no meaning, and employees will be exhausted and affect work efficiency.

Seven Steps to a Correct Meeting

Below, I 'd like to share with you a method of meeting, at least within yeast, which can greatly improve the effectiveness of the meeting.

I call it the Seven Steps of the Conference ".

Step 1: Clarify the objectives of the meeting and the value contribution achieved

That is to say, every time we hold a meeting, we should have a clear goal and focus on solving a problem.

For daily meetings, keep the time within 1 hour. Let the participants know why the meeting can solve the problem efficiently and go back with the conclusion.

People who have held meetings with me know that as soon as they come in, I will emphasize what the goal of this meeting is. After the meeting is over, I will definitely confirm what value this meeting is to him and to me.

Step 2: Invite only valid people to the meeting

During the meeting, only valid personnel are invited to attend, and the size of the meeting should not be expanded or reduced at will.

At this time, some people will say: How do I know who to let in, and what if I miss the key person?

In fact, as long as the theme of the meeting and the problems to be solved are determined, we will know who must attend and who does not need to attend.

Here are a few examples of scenarios.

For example, if you want to hold a decision-making meeting, you only need to let key personnel attend.

Let people who do not need to participate in, they have neither the opportunity to speak nor the right to decide, and can only wait foolishly, which is a waste of other people's time.

Good managers should not only cherish their own time, but also respect the time of others.

If it is a learning sharing meeting, let relevant personnel participate as much as possible.

For example, the boss wants to promote a learning and sharing session as an in-company training. You can't just tell the leader of the supervisor, but also directly convey the task to the key employees who are responsible for the implementation of the landing, because it is the key employees who do this.

Otherwise, the information is passed down the layers and errors are bound to occur. Then you need to waste more time to correct it.

But for conversations that involve privacy, like performance interviews, you can only communicate one-on-one, plus manpower at most.

If people from the coordination department are allowed to participate together, it will be difficult to hear the real thoughts of the employees.

If you need to announce important matters, be sure to let all members attend and inform everyone together.

Step 3: Prepare everyone for the meeting

In the meeting, the host is the key.

Before the meeting, the host should ensure that the participants know the objectives and progress agenda of the meeting, and ensure that all the reports, data and other information required for the meeting are collected.

For example, the sales meetings of many companies often last six or seven hours. If the old problems are not solved, new problems must be studied.

This is why the host of the meeting did not make preparations and arrange the meeting process before the meeting.

Participants had to have divergent discussions. When everyone did not focus on one issue, they were prone to wrangling and prevarication.

You are asked to attend the meeting, but you are not required to provide data and prepare information, which means you do not have to attend the meeting.

Step 4: Effective Meeting Hosts

As mentioned in the previous article, the host needs to track and urge the participants to prepare, control the progress of the meeting, and ensure that the meeting has a conclusion and everyone can get the results.

The host should control the rhythm and process of the meeting, ensure that the direction of the meeting does not deviate, and always focus on the key points. There is no good meeting without a good host.

Step 5: Strictly abide by the meeting process

For efficient meetings, it is necessary to strictly control the process and time, not to entangle in details, and to ensure that the matters discussed in the meeting can be discussed smoothly and the results can be obtained.

Step 6: Reach a consensus

Not every meeting can get the final conclusion, even if there is only a phased conclusion, can reach a consensus to promote the progress of problem solving.

Step 7: There must be a follow-up record

After reaching a consensus, there are follow-up plans, meeting records and landing measures.

Your meeting is to sum up experience or promote work. If you do not follow up feedback in time after the meeting, it is also a waste and experience is lost in vain.

Having said so much, how can the meeting be held? Here are some cases of meeting scenes.

Scenario cases of several meetings

1, online marketing department boss and boss to do marketing budget, how to hold a meeting?

First of all, you need to know the total pool of marketing budget before you have a target plan. Think clearly about what you want, what your boss wants, and what your common goals are.

In the proposal submitted, it is necessary to reflect the value of both parties, understand what you want, and also understand what the boss wants and what value you can provide.

Give specific details: for example, how much sales will be generated by advertising, what is the ROI, and how efficiently will this budget be spent?

Invite relevant people (KP) to attend the meeting, including boss, finance, manpower, etc.

发会议通知，把分析报告发给与会的人，并要求大家都在会前看过报告。

2、与协同部门意见有分歧，如何开会？

常见的是销售部门和运营部门关于线索质量的分歧。

销售部门认为你提供的线索数量、质量都不达标；

而在线营销部门认为销售可能有跟进不及时、与客户的沟通不专业的问题。

这种情况下，想要解决分歧、做好协同，会议目标第一件事：想清楚你要什么，你们共同要什么。

销售部门要提高业绩。而你想要销售线索被珍惜，提升线索转化率，提高销售能力，而不是急功近利或者挑三拣四，对每一个渠道来的线索应该有不同的跟进、转化策略。

说到这里，其实你们共同的目标，是为公司带来更多业绩。

所以，你想要销售珍惜线索，就要讲清楚线索是怎么来的，成本投入是多少。

通过数据分析，对比同类线索在不同销售手里的转化率。通过案例证明哪些线索是被浪费掉了（不当跟进、客户投诉），哪些被放弃的线索再重新跟进后，带来转化成交。