- ホーム
- > 洋書
- > 英文書
- > Business / Economics
Full Description
In most workplaces today, meetings have become--at worst--dreaded, meaningless, and a waste of time, and at best, a necessary evil. Neither should be acceptable to management! All meetings should be powerful tools for solving problems, making decisions, exchanging ideas, and getting results fast. But how? What is the secret to turning pointless into production?Based on years of experience consulting for companies around the world, Brian Tracy has learned firsthand what works in meetings--and what doesn't. Now, in this invaluable pocket-sized guide, he reveals simple, proven ideas for managers and other leaders to learn how best to:* Structure different types of meetings: one-on-one or group, informational or problem-solving, internal or external* Establish meeting priorities* Set an achievable agenda* Summarize discussion points and decisions* Gain agreement on action steps, assign responsibility, and set deadlines* Maximize the return on time invested* And much more!When you are leading a meeting, both your superiors and your subordinates are assessing your performance. Meetings That Get Results shows you how to use structure, purpose, presentations, and more to make your performances more effective and compelling.
Contents
CONTENTS Introduction 1 1 Types of Meetings 4 2 Define the Purpose of the Meeting 7 3 Meetings as Company Investments 10 4 Determine the Agenda 13 5 How to Run a Meeting 16 6 Participating in Meetings 21 7 Problem-Solving Meetings 26 8 The Decision-Making Model for Meetings 32 9 Problems in Meetings 37 10 Reasons for Ineffective Meetings 42 11 One-on-One Meetings 47 12 Meetings for Delegating Assignments 52 13 Meetings Outside the Office 56 14 Organize the Meeting Facilities-Internal 61 15 Organize the Meeting Facilities-External 66 16 Room Layout for Meetings 71 17 Making Presentations at Meetings 76 18 Developing Self-Confidence in Meetings 83 19 Parkinson's Law in Meetings 89 20 Tips for Personal Meeting Effectiveness 92 21 Meetings as Management in Action 96 Conclusion 99 Index 101 About the Author 106
