Objective

Learn the skills to effectively manage a business or team meeting for greater results!

It is all about the meeting’s purpose and outcomes

With out the clarity you should simply say no! Learn how to say by signing up for the Career Maker system on this site.

Manage business meetings with purpose and outcomes.

Business meetings need clarity, outcomes and purpose - else say NO!

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How to manage a business or team meeting

  1. Plan the meeting
  2. Talk about and listen
  3. Proud of session
  4. Vision and mission
  5. Action road forward and direction
  6. Further engagement
  7. Techniques to increase value flow
how to manage a meeting

How to manage a meeting

Plan the meeting

  • Keep the time and logistics in mind. Structure the meeting and keep the process of organizing in line to achieve the desired outcome / outcomes.
  • Choose a congenial place and time for all individuals involved in the meeting.
  • Who can contribute to the meeting with the best benefit and fit for the specific scenario and goal of the meeting? If you wish to take another person with to the meeting, decide on someone that will fit and cause stacking. Stacking means there is more than one direct benefit to more than one individual or entity involved.
  • Clarify the objective: what do all those involved hope to get out the meeting? Ensure that the expectations of all those involved are shared and calibrated with one another.

How to talk about & listen during the meeting

  • Listen in a structured manner
  • Share in a structured manner

Use the Carnegie method of opening or re-starting a conversation when you get stuck during the meeting:

  • In your mind walk down the street in which the person you are conversing with lives, see the brass plate next to the front door: ask questions about where the individual lives or where they lived.
  • Now walk into the house in your mind’s eye: talk about and ask about what you see on the walls, like photographs, pictures, paintings, ornaments and so on.
  • On top of the house, there is an airplane: where has this person traveled or where do they wish to travel.
  • On top of the airplane is a hobbyhorse: what type of hobbies do they practice and what other interests do they have.
  • On top of the plane, on top of the hobbyhorse sits grandma knitting: where does his/her family come from and what are they engaged in.
  • Identify the feelings, positive or negative, driving the other individuals in the meeting.
  • Positive and negative feelings
    • We are driven by what we desire.
    • This desire is driven as much by positive feelings as it is driven by what we do not want.
    • Humans appear to be more capable of stating what they do not want than what they do want. We seem to struggle with stating our observations about these negative feelings, the things we do not want.
  • The Issue is
    • Continually ask yourself: “It will be right when?”. Use The Issue Is model to assist in creating clarity.
    • Part of sharing in a structured manner is to be able to lead the other individuals on discovering when something will be right.
    • Statements like “The real issue is…” and “When will this be right…?” is typical of this type of conversation.
  • Rapport and Reflection
    • Build rapport by using encouraging body language and activator statements.
    • Reflect and mirror the other person’s statements to ensure you understand what is being said or asked. For example if someone makes a statement like: “You must remember to complete the letter.” You would then mirror that statement ensuring you understood the other person: “You would like me to complete the letter to John as we discussed previously, would you like me to mail it as well or do you want to read it first?.” This ensures there are no misunderstandings and possible challenging situations.
    • Allow the other person to complete what they want to say. Build rapport by using statements like, “Tell me more”, “Wow really!?”, “Is it really like that?”, “They do that?” etc.
  • Open or re-start a conversation using the Carnegie model above (see the book by Dale Carnegie: Winning friends and Influencing people for more resources).
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  • There is basic “stuff” any person on earth feel comfortable talking about. This includes subjects like family, hobbies, travel, interest, art, music and many more such subjects. When a conversation comes to a place where the other person or people are low on energy, in other words they are struggling to communicate with you, use the Carnegie method to re-start the conversation. This process can also be used to start a conversation.

What are the other person/people proud of?

Make the other person feel important

  • What are the other person/people proud of in home, career, business and relations?
  • What does he/she believe in?
  • Religious statements are taboo. When treading in the realm of personal belief, leave the other person to talk, you just listen without reacting. Be aware of making controversial statements or attacking the others’ statements. Use these methods to get the most out of a meeting; do not allow emotional reactions to sabotage the purpose of the meeting.
  • Where does the other spend most of their time?
  • What is on their minds? Things, places and people they have on their minds the most. Such information can be helpful in framing a meeting. Be really interested without probing.

Structure the vision & mission during a meeting

Structure and frame the exploration of the meeting

  • Keep the identified goal in mind
  • What are the other people about?
  • Where are they going in life?
  • What do they wish to achieve?
  • What are their dreams and aspirations?
  • When engaging in a vision / mission type conversations remember and share stories where applicable. It could make for very interesting conversation. Be careful to never attack another person’s beliefs. Some examples include:
  • Gandhi was about dignity and he ended with freedom.
    • Gandhi wanted dignity for his people. He achieved freedom; do the people now have dignity?
  • Madiba was also about dignity and we now have democracy.
    • Madiba also wanted the people to have dignity in being productive. The people now have the vote. Does having the vote bring about dignity?
  • Kennedy caused the USA to believe they are a super race, which caused Vietnam.
    • Kennedy made America invincible by putting the first man on the moon. America believed they could not lose in Vietnam.
  • These are strong examples to use, but if you do not understand the purpose of a meeting, the outcome for your company, project or personally might be the same!

Action road forward and direction

Ask and answer questions like:

Where will you be?

What will you do?

For whom will you do it?

What will the result be?

  • What is the direction we want to go according to the information gathered from the meeting? What alternatives do we have? Develop alternatives using methods like “Asking questions”, “Strawmen” and Edward de Bono’s PO “.
  • Ask questions like:
    • “What else?”
    • “Together with?”
  • Strawmen:
    • One can create it and then burn it, no emotions or structure attached to it. Facilitate out of the box thinking.
    • One is able to develop new ideas without having to defend; there is nothing to defend because it is a Strawmen.
  • Edward de Bono’sPO:
    • Edward de Bono’s PO works in the same manner. One asks the question: “What is PO?” PO is nothing; it can thus be anything one wants it to be. It belongs to nobody and means nothing so PO can be anything you want it to be; again without having to defend it.
  • Orders first or missionary
    • If the project must have orders to sustain it then how does one go about getting orders?
    • If the project is missionary, it is an organization or individuals personal passion, who provides the resources?
  • Are the Seven risks of businesscovered?
    • Seven risks of business, which applies to any project as well.
    • Cover each of the risk areas with co-opted STORRGIES, in other words – obtain external resources that will cover the gaps identified in the project.

Further engagement

  • Conclude and agree who does what, where, when and why?
  • Determine if Venn diagram overlaps exist or not.
  • Venn diagrams
    • A Venn diagram gives a graphic representation of the different stakeholders involved in the possible project. There where the overlap between the areas exists is where you can test the possibility of further engagement and value-add.
  • Have clear next actions .
  • What is the time and place for what needs to happen next?
  • What other people must be involved?
  • Which resource needs to be added or identified?
  • What is the desired outcome of further engagement or of the actions decided upon in the meeting?

Techniques to increase value flow

Each technique you make yours will serve you for life.

  • Continuously add value using these techniques.
  • Grow and diversify communication skills .
  • Mature listening skills
  • Practiced questioning skills

Use and learn old techniques like “Feel Felt Found” to associate with and learn from.

Shareholding model
Shareholding model, converting personal energy into equity
Chapter 9 p.9
A colleague of mine said that the fact that you can get shares in a company compensates for the lack of job security. I thought that I had a secure job!
Can you explain this concept of shareholding to me?
There will never be job security. You will be employed as long as you add value to the organization, and you are continuously responsible for finding new ways to add value.
In return, you have the right to demand interesting and important work, the freedom and resources to perform it well, pay that reflects your contribution, and the experience and training needed to be employable here or elsewhere. Ultimately, an objective of the organization is to maximize shareholder value and the question is ‘how’ this is to be achieved?
Your company’s vision endorses a quest to maximize the creation of sustainable wealth through effective ownership and participation. In the light of the fore going fiduciary duties, the following points would characterize the application of the “Entrepreneurial Shareholding Model”.
Shares will only be issued or purchased by the company when growth has occurred and is reflected in the company’s profits.
This may require the company to be cash positive and having cash assets which can be converted into cash. The percentages that will be used to distribute the profit and shares will be set by a process of evaluating economic value and negotiating and apportioning of shares accordingly.
In accordance with the your company shareholding model, shares can be issued to those employees that are considered to have made an entrepreneurial contribution to the growth of the business.
OK, that last point explains to me how I will qualify for shares in the company. I’ve also heard of “Entrepreneurial Energy” before. How does it link with shareholding?
Your company identifies three principle contributors that have a varying effect on the creation of sustainable wealth:
Varying effect of the principal contributors:
Financial investment/capital and associated financial risk or exposure, into an entrepreneurial venture.
Entrepreneurial energy, sometimes referred to as ‘sweat’ capital, which is needed to establish, grow and direct the
venture into sustainable wealth creation. This also includes personal risks and all its attributes.
Platform, including intellectual capital, suppliers and customer relationships, and organizational processes, which give rise to the workings, existence and operations of the venture.
That’s interesting! Can you tell me more about “Entrepreneurial Energy?”
To establish, grow and direct a company into an organization capable of sustainable wealth creation requires a process.
An integral part of this process is risk management, including risk assessment. When assessing the entrepreneurial energy contributed by individuals to the organization, the following criteria are applied:
Individual energy:
Achievement
Calculated Risk Behavioral (entrepreneurial).
The extent to which individual energy achieves goals.
Focusing on sustainable wealth creation.
The appraisal of individual achievement forms an integral part of the entrepreneurial sector within the shareholding framework.
Calculated risk
Imperative to a successful entrepreneurial business is successful risk management.
Your business recognizes that both the individual and the organization takes risks in creating and growing sustainable wealth.The diagnosis of the individual’s risk versus the organization’s risk management leads to the development of a ‘Calculated Risk Balance Sheet’.
Behavioral
Creating sustainable wealth emphasizes and calls for behavioral attributes that bring to bear successful stewardship.
Parameters for diagnosing behavioral participation include:
People management.
Planning and scheduling.
Monitoring, controlling and reporting.
Implementing and organizing.
By now it should be clear that being part of the company, is not just about being at work and getting a salary. The ultimate focus is on the contribution you can make to the sustainable wealth creation of the company.
On the other hand, your company recognizes that the sharing of wealth is a natural progression for entrepreneurs. The company strives towards Holistic Compensation for contributions made; where it is not only about what you take home each month, but where compensation fulfills needs on different levels for the individual, while also contributing towards building the organization. Converting energy into equity is one way in which this can be achieved.

For career and Socioeconomic platforms, we will update this page. NOV 2012

Contribute to others and down the road you will collect, grow health, happiness and wealth.

You will get business, career and investment opportunities.

Shareholding model, converting personal energy into equity

Chapter 9 p.9

w&t_question

I Ask

A colleague of mine said that the fact that you can get shares in a company compensates for the lack of job security. I thought that I had a secure job!

Can you explain this concept of shareholding to me?

w&t_exclamation

I Answer

There will never be job security. You will be employed as long as you add value to the organization, and you are continuously responsible for finding new ways to add value.

In return, you have the right to demand interesting and important work, the freedom and resources to perform it well, pay that reflects your contribution, and the experience and training needed to be employable here or elsewhere. Ultimately, an objective of the organization is to maximize shareholder value and the question is ‘how’ this is to be achieved?

Your company’s vision endorses a quest to maximize the creation of sustainable wealth through effective ownership and participation. In the light of the fore going fiduciary duties, the following points would characterize the application of the “Entrepreneurial Shareholding Model”.

  • Shares will only be issued or purchased by the company when growth has occurred and is reflected in the company’s profits.
  • This may require the company to be cash positive and having cash assets which can be converted into cash. The percentages that will be used to distribute the profit and shares will be set by a process of evaluating economic value and negotiating and apportioning of shares accordingly.
  • In accordance with your company shareholding model, shares can be issued to those employees that are considered to have made an entrepreneurial contribution to the growth of the business.
w&t_question

I Ask

OK, that last point explains to me how I will qualify for shares in the company. I’ve also heard of “Entrepreneurial Energy” before. How does it link with shareholding?

w&t_binoculars

I Explain

Your company identifies three principle contributors that have a varying effect on the creation of sustainable wealth:

w&t_ch9_j_your_shareholding_model_converting_energy_into_equity

Varying effect of the principal contributors:

Financial investment/capital and associated financial risk or exposure, into an entrepreneurial venture.

Entrepreneurial energy, sometimes referred to as ‘sweat’ capital, which is needed to establish, grow and direct the venture into sustainable wealth creation. This also includes personal risks and all its attributes.

Platform, including intellectual capital, suppliers and customer relationships, and organizational processes, which give rise to the workings, existence and operations of the venture.

w&t_question

I Ask

That’s interesting! Can you tell me more about “Entrepreneurial Energy?”

w&t_exclamation

I Answer

To establish, grow and direct a company into an organization capable of sustainable wealth creation requires a process.

An integral part of this process is risk management, including risk assessment. When assessing the entrepreneurial energy contributed by individuals to the organization, the following criteria are applied:

Individual energy:

Achievement

  • Calculated Risk Behavioral (entrepreneurial).
  • The extent to which individual energy achieves goals.
  • Focusing on sustainable wealth creation.
  • The appraisal of individual achievement forms an integral part of the entrepreneurial sector within the shareholding framework.

Calculated risk

  • Imperative to a successful entrepreneurial business is successful risk management.
  • Your business recognizes that both the individual and the organization takes risks in creating and growing sustainable wealth.The diagnosis of the individual’s risk versus the organization’s risk management leads to the development of a ‘Calculated Risk Balance Sheet’.

Behavioral

Creating sustainable wealth emphasizes and calls for behavioral attributes that bring to bear successful stewardship.

Parameters for diagnosing behavioral participation include:

w&t_binoculars

I Explain

By now it should be clear that being part of the company is not just about being at work and getting a salary. The ultimate focus is on the contribution you can make to the sustainable wealth creation of the company.

On the other hand, your company recognizes that the sharing of wealth is a natural progression for entrepreneurs. The company strives towards Holistic Compensation for contributions made; where it is not only about what you take home each month, but where compensation fulfills needs on different levels for the individual, while also contributing towards building the organization. Converting energy into equity is one way in which this can be achieved.

The Process approach
A way of viewing the company and your role in it as a whole
Chapter 10 p.3
I’ve heard people refer to the “Process Approach”, but I don’t understand what it is all about and how I can benefit from it.
The Process Approach is about a way of viewing the company and your career as a whole. Explore the diagram below. Remember that you are looking at a simple and logical framework for all business activities and initiatives. The approach applies to all activities (from selling, ordering, admin, etc.) and can be uniformly applied.
When processes are in place, people know what to do, when and for whom, eliminating the need for process loss and uncertainty.
It also eliminates fragmentation of departments/teams and reduces the possibility of empire-building. People can take charge of their jobs, freeing up their manager’s time to enable him to concentrate on the improvement of business processes.
Central to the process approach are five simple rules that introduce order into chaos:
State the objective of the process – what must be achieved?
State the reason – why must the objective be achieved?
Formulate how the process is to achieve this objective (the process requirements) What must be done in what way to achieve the objective? Focus specifically on what the desired output and required input is.
Design the primary process to handle the requirements – what must be done
by whom, by when, for whom, and with what?
Define the process control mechanism – what mechanism(s) will be used as an indicator(s) of how well the process is working?

A way of viewing the company and your role in it as a whole

Chapter 10 p.3

w&t_question

I Ask

I’ve heard people refer to the “Process Approach”, but I don’t understand what it is all about and how I can benefit from it.

w&t_exclamation

I Answer

The Process Approach is about a way of viewing the company and your career as a whole. Explore the diagram below. Remember that you are looking at a simple and logical framework for all business activities and initiatives. The approach applies to all activities (from selling, ordering, admin, etc.) and can be uniformly applied.

When processes are in place, people know what to do, when and for whom, eliminating the need for process loss and uncertainty.

It also eliminates fragmentation of departments/teams and reduces the possibility of empire-building. People can take charge of their jobs, freeing up their manager’s time to enable him to concentrate on the improvement of business processes.

w&t_ch10_d_the_process_approach

Five simple rules that introduce order to chaos:

  1. State the objective of the process – what must be achieved?
  2. State the reason – why must the objective be achieved?
  3. Formulate how the process is to achieve this objective (the process requirements). What must be done in what way to achieve the objective? Focus specifically on what the desired output and required input is.
  4. Design the primary process to handle the requirements – what must be done, by whom, by when, for whom, and with what?
  5. Define the process control mechanism – what mechanism(s) will be used as an indicator(s) of how well the process is working?
Purpose of the Career Development Guide
Chapter 1 p.3
What is the Walk & Talk process and what does it aim to achieve?
In our journey through life each of us seeks opportunities to take stock of who we are and where we are going.
The Walk & Talk process is a structured and coordinated process intended to lead the individual through a journey of discovery and personal development in the business and career environment.
Not only does this process assist you in the development of your knowledge, skills and self-awareness, but it should enable you to increase your contribution in the playing field called BUSINESS. It strives to grow your insight into what you can do differently as a team member, as an employee and for your customers in the quest to enhance your efficiency, effectiveness and value add.
Fundamentally, a business strives to build a successful company through successful team members with satisfied customers.
From that basic objective, it follows that there are THREE important role players in the business, each with different requirements whose interests need to be met and satisfied.
You, the individual
The company
Your customers
The company’s success will be measured in the final analysis by the financial returns which it delivers to all its stakeholders (including you).
This will depend on the degree of “overlap” of interests (also known as the Economic Value Add) which can be achieved amongst the three role players. The Walk & Talk process focuses on growing the individual in order to extend this overlap for maximum mutual benefit.
While keeping in mind to satisfy the differing needs of our three main role players…
Let the journey begin!

Chapter 1 p.3

w&t_question

I Ask

What is the Walk & Talk process and what does it aim to achieve?

w&t_exclamation

I Answer

In our journey through life each of us seeks opportunities to take stock of who we are and where we are going.

The Walk & Talk process is a structured and coordinated process intended to lead the individual through a journey of discovery and personal development in the business and career environment.

Not only does this process assist you in the development of your knowledge, skills and self-awareness, but it should enable you to increase your contribution in the playing field called BUSINESS. It strives to grow your insight into what you can do differently as a team member, as an employee and for your customers in the quest to enhance your efficiency, effectiveness and value add.

Fundamentally, a business strives to build a successful company through successful team members with satisfied customers.

From that basic objective, it follows that there are THREE important role players in the business, each with different requirements whose interests need to be met and satisfied.

w&t_ch1_a_three_circless

You, the individual

The company

Your customers

The company’s success will be measured in the final analysis by the financial returns which it delivers to all its stakeholders (including you).

This will depend on the degree of “overlap” of interests (also known as the Economic Value Add) which can be achieved amongst the three role players. The Walk & Talk process focuses on growing the individual in order to extend this overlap for maximum mutual benefit.

w&t_elephant

I Advise

While keeping in mind to satisfy the differing needs of our three main role players…

Let the journey begin!