Inefficient meetings waste valuable payroll dollars; missed opportunities never make money; and bad meetings cause problems that lose money.

Fortunately, conducting an effective meeting is not like repairing a roof.

Since you hold many meetings, it pays to learn how. You'll earn back the cost of a workshop by holding only two or three effective meetings. And you'll gain control o

Here's an example that could help with your business.

When we bought new windows for our home one of the technicians cracked five of the tiles on our roof. I called the company that installed the roof a few years earlier and their representative told me that it would cost about $150 to replace the broken tiles.

Then I called the window company to ask them to pay for the repairs. Their representative told me that they would send a man over to fix the tiles instead.

That seemed reasonable.

And to make sure this would work, I asked, "Does he know how to walk across a tile roof without breaking tiles?"

She agreed to check. A minute later she called back and said, "Have the roofing company repair the tiles."

So, what's the point?

First, we always benefit from asking questions. If I had let the window company send someone, I could have ended up with more broken tiles.

And second, when results matter, it’s worth having an expert do the job.

In this case, the professional roofer took only a couple of minutes to replace the broken tiles. And the roofer did something extra: he patched holes in the tarpaper that had been caused by the broken tiles.

So, the job was done quickly and done properly.

There is a parallel here that applies to meetings.

Many people think that they know how to lead an effective meeting. And for routine issues they may obtain workable results. But these meetings take too long and they often miss important things.

And all of that costs money.

How?

Inefficient meetings waste valuable payroll dollars; missed opportunities never make money; and bad meetings cause problems that lose money.

Fortunately, conducting an effective meeting is not like repairing a roof.

Since you hold many meetings, it pays to learn how. You'll earn back the cost of a workshop by holding only two or three effective meetings. And you'll gain control of

That seemed reasonable.

And to make sure this would work, I asked, "Does he know how to walk across a tile roof without breaking tiles?"

She agreed to check. A minute later she called back and said, "Have the roofing company repair the tiles."

So, what's the point?

First, we always benefit from asking questions. If I had let the window company send someone, I could have ended up with more broken tiles.

And second, when results matter, it’s worth having an expert do the job.

In this case, the professional roofer took only a couple of minutes to replace the broken tiles. And the roofer did something extra: he patched holes in the tarpaper that had been caused by the broken tiles.

So, the job was done quickly and done properly.

There is a parallel here that applies to meetings.

Many people think that they know how to lead an effective meeting. And for routine issues they may obtain workable results. But these meetings take too long and they often miss important things.

And all of that costs money.

How?

Inefficient meetings waste valuable payroll dollars; missed opportunities never make money; and bad meetings cause problems that lose money.

Fortunately, conducting an effective meeting is not like repairing a roof.

Since you hold many meetings, it pays to learn how. You'll earn back the cost of a workshop by holding only two or three effective meetings. And you'll gain control o

First, we always benefit from asking questions. If I had let the window company send someone, I could have ended up with more broken tiles.

And second, when results matter, it’s worth having an expert do the job.

In this case, the professional roofer took only a couple of minutes to replace the broken tiles. And the roofer did something extra: he patched holes in the tarpaper that had been caused by the broken tiles.

So, the job was done quickly and done properly.

There is a parallel here that applies to meetings.

Many people think that they know how to lead an effective meeting. And for routine issues they may obtain workable results. But these meetings take too long and they often miss important things.

And all of that costs money.

How?

Inefficient meetings waste valuable payroll dollars; missed opportunities never make money; and bad meetings cause problems that lose money.

Fortunately, conducting an effective meeting is not like repairing a roof.

Since you hold many meetings, it pays to learn how. You'll earn back the cost of a workshop by holding only two or three effective meetings. And you'll gain control o

So, the job was done quickly and done properly.

There is a parallel here that applies to meetings.

Many people think that they know how to lead an effective meeting. And for routine issues they may obtain workable results. But these meetings take too long and they often miss important things.

And all of that costs money.

How?

Inefficient meetings waste valuable payroll dollars; missed opportunities never make money; and bad meetings cause problems that lose money.

Fortunately, conducting an effective meeting is not like repairing a roof.

Since you hold many meetings, it pays to learn how. You'll earn back the cost of a workshop by holding only two or three effective meetings. And you'll gain control o

Inefficient meetings waste valuable payroll dollars; missed opportunities never make money; and bad meetings cause problems that lose money.

Fortunately, conducting an effective meeting is not like repairing a roof.

Since you hold many meetings, it pays to learn how. You'll earn back the cost of a workshop by holding only two or three effective meetings. And you'll gain control of a business activity that determines the future of your company.

For those special cases where the meeting deals with complex issues or where you want to participate (instead of lead), you can always hire an expert.