Workplace: A Good Meeting Will Get Twice The Result With Half The Effort.

About 100 years ago, general Henry Martin Robert, general of the United States, published the rules of procedure of Robert. Since then, people have regarded this book as a standard of democratic deliberation.

The greatness of Robert's rules of procedure is that it sets up a complete process for the ordinary meeting, so that the meeting can not get into disorder, cause contradictions and guarantee the rationality of decision-making.

But today, our meeting is still lacking in rules. The meeting is complicated, and the meeting will be casual.

People generally do not add much interest to meetings. They just keep meeting. "Wenshan Hui Hai" is still a true portrayal of many companies' low efficiency.

To apply Robert's theory to the reality of the enterprise, we are here in a simple and simple way to sort out a way for a business meeting to see what should be done for an efficient and wonderful meeting.

A meeting must be purposeful, and it is intended to make a resolution which is related to the interests of the company through public discussion. A person who does not know why will inevitably take away from topic and silence.

Before entering the conference room, each participant should have his own ideas and what he wants to say today.

Brainstorming is not an effective form of conference, because it is difficult to make the best choice when putting forward ideas immediately.

Borrowing meetings and discussing, stimulating imagination, and creating new schemes from scratch are actually not allowed.

The meeting should be prepared and the process of constructing ideas should be completed before the meeting. There is only one task for the meeting to find the best solution to the problem.

Therefore, there should be some work before the meeting, agenda, contents to be discussed, and related tasks of everyone. There should be someone specially responsible for drafting and sending mail, even if regular meetings do so.

Of course, employees can also put forward new questions in the mail so that everyone can think early.

In addition, there is a small skill that allows employees to be more prepared and expected for the meeting, which is to disclose ahead of time the decisions to be made at the meeting and the effect that may be achieved, which means that the meeting has been preheated and hyped up ahead of schedule.

If the meeting is only a simple task, the effect will not be too active, because people do not have their own time to express and the right to speak, sitting blindly, easily lead to depression.

If it can be replaced by e-mail or private communication, it will be more appropriate.

On a daily basis, meetings in a company need two roles: the guide and the company.

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The convening of the conference is usually guided by who, and the role of the leader is equivalent to the chairman or moderator of Robert, who is responsible for stepping in and regulating the atmosphere and triggering discussions.

At the beginning of the conference, it is best for the guide to reiterate what the purpose of the meeting is and what problems need to be solved, and then explain where to start the discussion, and then guide people to express their ideas one by one.

This is to allow participants to adjust their status to the meeting, and to give some time to prepare for speeches, so that everyone will not get caught up in a panic from scratch.

We should pay attention to observing who has been saying, who will not speak in the whole meeting, so as to make a balance.

The core of the internal conference is discussion, not publication and listening.

If a problem arises after a problem is encountered, the guide can try to break it down into several sub problems, substitute it in the real context, or first publish his own views and stimulate discussion.

At the end of the conference, the guide needs to re emphasize the points that we all agree on so as to proofread the understanding of the spirit of the meeting.

Before joining the meeting, participants must combine their ideas with the meeting. They should write down drafts in writing, so as to prevent the brain from blanking in tension at the meeting.

It is also convenient to maintain a clear state in the meeting to listen to others' opinions instead of just thinking about what they want to say and emphasizing their views.

If sufficient manpower is available, it is best to set up a special recorder at the meeting to deliver the main points after the meeting to all participants, on the one hand, to confirm the resolution, on the other hand, it also gives people room for feedback.

If someone fails to fully express his ideas at the meeting and still disagrees with the resolution, he can communicate again by mail.

But repeated meetings on a problem are generally unnecessary. They insist on the principle of "one thing, one discussion" and save the cost of meetings. Unless more than 2/3 of people think that the issue should be discussed again, try not to reconsider, but it will be time-consuming and laborious.