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Answer Upon - Meetings, Meetings, Meetings: Effective Time Use and Building Consensus for Church Meetings
So you are having concerns taking your company to the next level. You have run this business for quite some time now. Your results are better than the industry performing average, but what do you do next?You need some more revenues, you need more growth? But margins are low and the industry is slowing down. So why don’t you do like the big guys do, say in oil and gas, financials? What do you mean? Oh, yes, they do it in some countries, why can’t you? Is it legal? What are you referring to?Ohh!! Mergers, mergers and acquisitions? Never thought about it? Take forestry for example in B.C., some famous companies had to merge, for example Interfor. If they can merge in larger businesses, then why can’t you merge with your competition? If you could then perhaps you could compete on a larger global scale. This is not really common is small business, people expand, capture a market and say where doing well.Then years done the road when things get a little tough, the company downsizes or worse yet goes out of business. It is an option, but one that may be a little more complex, you must know more about financials and fair market value. What your business is worth? What your competitors business is worth?What is the cost savings in completing such a merger? Is there a cost savings? It could be land, it could be general expenses, maybe even a materials or labour costs savings? But perhaps it is something you should look into. You wouldn’t even have to look farther than your accountant who may be able to give you some assistance or point you in the direction of a financial expert that could make it happen or a least give you some sound financial information to think about.
• Appoint or seek a volunteer to be a scribe or recorder. Record the actions and ideas of the group where everyone can see. This helps the group stay on track, and reminds them of what they have created so far.
• Tell groups not to take notes. Instead, I send summary notes to them within 48 hours. This enables everyone to participate equally (if they aren’t taking notes, then they can pay attention) and ensures that everyone has the same details in their notes.
• Ideally, the group should be small – 7 to 10 people. This allows for full participation from each person. If the group must be larger, then allow opportunitie
Lots of successful, intelligent people write their own CVs or resumes every week but usually they are not too well targeted, do not include the most powerful language and keywords, or are poorly organized and excessively wordy.So its easy to write your CV is it?All you need are the basic skills and knowledge: A clear understanding of what specifically you have to offer; Thorough knowledge of your market place and what is wanted; An excellent command of the English Language; The ability to express your skills in keyword terms that recruiters search for; Strong copywriting skills; Ruthless editing ability; Knowledge of marketing principles; Genuine concern for the message the reader will receive; Ability to create a high impact CV or resume targeted to your chosen field. OK you've got all the necessary skills - what you need is perhaps an example or two to help you get the creative juices flowing. Take a look at http://www.your-career-change.com/Sample-Resumes.html for some examples and then get to work. The only thing you might lack is OBJECTIVITY and we all suffer from a lack of that at times! It's never the easiest thing to talk objectively about your own skills and abilities, so make sure you get your finished CV or Resume read-over by someone you trust, who can give accurate feedback. Failing that, it doesn't need to cost a fortune to have your CV or resume written professionally.
Being a conductor who must prepare for a rehearsal, I fell into an opportunity that opened my eyes to a more effective use of time when groups gather to make decisions, work out conflict, or formulate a plan. Some refer to this style of running a meeting as Visually Displayed Thinking, Compression Planning, Creative Planning, or Visual Mapping. But, for me, it is closely aligned to my skill as a conductor, bringing out the best in each participant and building a sense of unity through the process. The leader, in this case the facilitator, controls the PROCESS and the group provides the CONTENT. How great this is! I always hate going to a meeting where someone shoots off their mouth to get their way and the rest of the group lets it happen! Or, the group, with no clear directive, uses up the allotted time with no tangible result. The meeting expands to fill the allotted time, no matter what the agenda! No wonder we all hate meetings!
Let me offer you a better way, one that coincides with the skills of a conductor. Equip yourself as a knowledgeable facilitator, or hire an outside facilitator. In some cases, only an outside facilitator can achieve the desired results. If you have time to plan the process, do it. If not, hire an expert in process management.
Here’s a definition of terms: Facilitator – This person plans the meeting, leads the meeting, and remains neutral. Remaining neutral is central to the process. If the group feels that a facilitator controls the content, then it will not function effectively. The ratio of planning to meeting time is like that of a musical rehearsal. Two to three hours of planning for each hour of the meeting is the norm. This is a minimum requirement if you expect results.
The facilitator controls the process, the participation of members, and keeps the group focused and on track. The pace of the meeting is crucial to the creative planning process. Always stand, always look people in the eye, always listen carefully to exactly what people are stating, always try to involve each person in the process.
The facilitator also plans the design for the meeting. Notice I used the term “design” rather than “agenda.” This implies that you’ve done more than write down some words on a piece of paper, gathered people, and called it a meeting.
The Project Team - This team may be one already in place. If not, then select a team that is not completely of one mind. For example, if you are planning a public musical event, then include a non-musical person in the process. Too many similar perspectives make a group blind to other tastes or opinions. An “outsider” or non- expert can sometimes allow the group to experience a paradigm change which could be most beneficial, not only to that ministry, but maybe to the whole organization!
Another important issue is that of enabling groups of individuals, with all of their individual perspectives and needs, to think and function as a team. Whether your facilitation is a one-time project with a team you’ve selected only for this task, or if you use these principles with an ongoing staff team, getting people to envision themselves as part of a larger entity is the principle goal. Work for the win/win situation in which individuals are fulfilled as the group’s success is manifest. The “Meeting”
The following points are essential to a successful meeting:
• Always start and end on time! Even plan the meeting for times that imply punctuality, i.e., 9:02 to 10:32 a.m. Promise to start and end punctually – and do it! Always!
• Seat the group facing the visual support, usually around three sides of a table with the facilitator at the fourth side. Some facilitators use chart pads. I use storyboards and various cards of various sizes and colors. With cards, you can have more flexibility. Print them with your computer and place emphasis on different items by using different sizes and colors.
• Appoint or seek a volunteer to be a scribe or recorder. Record the actions and ideas of the group where everyone can see. This helps the group stay on track, and reminds them of what they have created so far.
• Tell groups not to take notes. Instead, I send summary notes to them within 48 hours. This enables everyone to participate equally (if they aren’t taking notes, then they can pay attention) and ensures that everyone has the same details in their notes.
• Ideally, the group should be small – 7 to 10 people. This allows for full participation from each person. If the group must be larger, then allow opportunities
What do Monica Lewinsky, Shoshanna Lowenstein, and even Richard Hatch have in common? Media exposure. They were ordinary people who became household names.Business and professional people may be called upon to represent their companies. The ability to present yourself well to the media can make or break your professional reputation and your company’s image.Will you be ready for your 15 minutes of fame? Don’t be caught unprepared when the media comes looking for you.Here are some tips for becoming media savvy:Know the audience. Who is the listener, viewer, or reader of that media? Is it a business audience, the general public, or a college crowd? What’s the focus of the show? Does it cover financial news, health issues, or women’s topics?Know the difference between the show’s host and the producer. Write down their names. It’s embarrassing to call the host by the producer’s name.Say thank you. Send a thank you note or small gift to the interviewer and the host. When Jerry Seinfeld announced his wedding plans, reporters interviewed his ex-girlfriend Shoshonna. She kept a stiff upper lip until the interview ended. Then she burst into tears.The reporters did not turn the cameras back on. Why? They liked her. Media savvy begins with good relationships.Find an angle. Radio and TV interviewers are looking for good entertainment and good stories. They won’t interview you unless your topic is newsworthy and of interest to the listeners. Write a headline for yourself.What’s unusual or different about your message? Tie your topic to an industry trend or current event. Make it interesting.Speak in sound bites. Being brief is more important in the media than in any other situation. Say it simply. Eliminate polysyllabic words. Aim for a sixth-grade audience and speak in 15 seco
Let me offer you a better way, one that coincides with the skills of a conductor. Equip yourself as a knowledgeable facilitator, or hire an outside facilitator. In some cases, only an outside facilitator can achieve the desired results. If you have time to plan the process, do it. If not, hire an expert in process management.
Here’s a definition of terms: Facilitator – This person plans the meeting, leads the meeting, and remains neutral. Remaining neutral is central to the process. If the group feels that a facilitator controls the content, then it will not function effectively. The ratio of planning to meeting time is like that of a musical rehearsal. Two to three hours of planning for each hour of the meeting is the norm. This is a minimum requirement if you expect results.
The facilitator controls the process, the participation of members, and keeps the group focused and on track. The pace of the meeting is crucial to the creative planning process. Always stand, always look people in the eye, always listen carefully to exactly what people are stating, always try to involve each person in the process.
The facilitator also plans the design for the meeting. Notice I used the term “design” rather than “agenda.” This implies that you’ve done more than write down some words on a piece of paper, gathered people, and called it a meeting.
The Project Team - This team may be one already in place. If not, then select a team that is not completely of one mind. For example, if you are planning a public musical event, then include a non-musical person in the process. Too many similar perspectives make a group blind to other tastes or opinions. An “outsider” or non- expert can sometimes allow the group to experience a paradigm change which could be most beneficial, not only to that ministry, but maybe to the whole organization!
Another important issue is that of enabling groups of individuals, with all of their individual perspectives and needs, to think and function as a team. Whether your facilitation is a one-time project with a team you’ve selected only for this task, or if you use these principles with an ongoing staff team, getting people to envision themselves as part of a larger entity is the principle goal. Work for the win/win situation in which individuals are fulfilled as the group’s success is manifest. The “Meeting”
The following points are essential to a successful meeting:
• Always start and end on time! Even plan the meeting for times that imply punctuality, i.e., 9:02 to 10:32 a.m. Promise to start and end punctually – and do it! Always!
• Seat the group facing the visual support, usually around three sides of a table with the facilitator at the fourth side. Some facilitators use chart pads. I use storyboards and various cards of various sizes and colors. With cards, you can have more flexibility. Print them with your computer and place emphasis on different items by using different sizes and colors.
• Appoint or seek a volunteer to be a scribe or recorder. Record the actions and ideas of the group where everyone can see. This helps the group stay on track, and reminds them of what they have created so far.
• Tell groups not to take notes. Instead, I send summary notes to them within 48 hours. This enables everyone to participate equally (if they aren’t taking notes, then they can pay attention) and ensures that everyone has the same details in their notes.
• Ideally, the group should be small – 7 to 10 people. This allows for full participation from each person. If the group must be larger, then allow opportunitie
Nothing is more important in direct mail fundraising than who you mail to. A terrific letter mailed to the wrong list of people will flop. I have a client who mailed a donor acquisition package to people who had not supported his organization but had supported another. The response to his appeal was zero.The reason is simple. He mailed to a terrible list. His organization helps offenders leave prison and integrate back into society. But he mailed his donor acquisition letter to a list of people who support a non- profit organization that tries to throw offenders in prison and keep them there.With over 75,000 lists currently on the market, choosing one is no simple task. To find a good list you need a good list broker. Since my agency is asked all the time to where to find good list brokers, we have drawn up a list of some of the best list brokers and list managers in North America that specialize to one degree or another in non-profit fundraising lists.Atlantic List Company, Inc. Specializes in non-profits. Arlington, VA www.atlanticlist.comCornerstone Donor database managers and list brokers. Canada’s largest. Toronto, ON www.cstonecanada.comDunhill International List Company, Inc. Largest compiler of specialized mailing, telemarketing and email lists. Boca Raton, FL www.dunhills.comMal Dunn Associates, Inc. Represents mostly businesses, but works with non-profits as well. Brewster, NY www.maldunn.comMary Elizabeth Granger & Associates, Inc. List broker and manager. Baltimore, MD www.maryegranger.comMillard Group Works with major fundraising and membership mailers. Peterborough NH www.millar
The facilitator controls the process, the participation of members, and keeps the group focused and on track. The pace of the meeting is crucial to the creative planning process. Always stand, always look people in the eye, always listen carefully to exactly what people are stating, always try to involve each person in the process.
The facilitator also plans the design for the meeting. Notice I used the term “design” rather than “agenda.” This implies that you’ve done more than write down some words on a piece of paper, gathered people, and called it a meeting.
The Project Team - This team may be one already in place. If not, then select a team that is not completely of one mind. For example, if you are planning a public musical event, then include a non-musical person in the process. Too many similar perspectives make a group blind to other tastes or opinions. An “outsider” or non- expert can sometimes allow the group to experience a paradigm change which could be most beneficial, not only to that ministry, but maybe to the whole organization!
Another important issue is that of enabling groups of individuals, with all of their individual perspectives and needs, to think and function as a team. Whether your facilitation is a one-time project with a team you’ve selected only for this task, or if you use these principles with an ongoing staff team, getting people to envision themselves as part of a larger entity is the principle goal. Work for the win/win situation in which individuals are fulfilled as the group’s success is manifest. The “Meeting”
The following points are essential to a successful meeting:
• Always start and end on time! Even plan the meeting for times that imply punctuality, i.e., 9:02 to 10:32 a.m. Promise to start and end punctually – and do it! Always!
• Seat the group facing the visual support, usually around three sides of a table with the facilitator at the fourth side. Some facilitators use chart pads. I use storyboards and various cards of various sizes and colors. With cards, you can have more flexibility. Print them with your computer and place emphasis on different items by using different sizes and colors.
• Appoint or seek a volunteer to be a scribe or recorder. Record the actions and ideas of the group where everyone can see. This helps the group stay on track, and reminds them of what they have created so far.
• Tell groups not to take notes. Instead, I send summary notes to them within 48 hours. This enables everyone to participate equally (if they aren’t taking notes, then they can pay attention) and ensures that everyone has the same details in their notes.
• Ideally, the group should be small – 7 to 10 people. This allows for full participation from each person. If the group must be larger, then allow opportunitie
Rootin’ Tootin’ cowboys won the west with a rope and a branding iron, and they don’t mind admitting it, if you can find one that says more than two words in a string before they spit tobacco juice on your shoes.The rope was used for getting the attention of whatever cud chewer happened to be within ropin’ distance, and the branding iron identified the victim of a cowboy’s ropin’ expertise as belonging to the range rover that owned the brand.Internet Marketing for Dummies gives the website owner a rope and a few lessons at swinging a lasso. Every cowboy in the twenty-first century has his eye on a smart little heifer of a site on the web that will bring him a buck or two if he don’t squat on his spurs too long. So, what are ya gonna do with that rope?If marketing is a rope, sales is the ability to throw a lasso and capture what you’re wantin’ to burn a brand on.Levi Straus stamped their brand on the back side of a pair of jeans, and those jeans are still hotter than a chunk of coal on a Sunday afternoon at the park. Everybody looks for the Levi Straus brand on the back side of a pair of 501’s before they put ‘em in the shoppin’ cart.If you have a product, stamp a brand on it, and tie it to a website where you can send traffic to pick it up.Marketing your Brand becomes easy when you step out of the saddle and start working the ropes. No cowboy ever threw a calf sitting in the saddle. And you can’t sell until you get off your spurs and put some effort into getting your name out there in the public eye.Of the many ways to get your name out there, one of the most effective is Article Marketing. Pack your punch with Power-Charged Blitz Marketing using high-impact copy in informational Article Marketing and drive massive amounts of traffic to your site. Rope ‘em in with information strewn along the I
Another important issue is that of enabling groups of individuals, with all of their individual perspectives and needs, to think and function as a team. Whether your facilitation is a one-time project with a team you’ve selected only for this task, or if you use these principles with an ongoing staff team, getting people to envision themselves as part of a larger entity is the principle goal. Work for the win/win situation in which individuals are fulfilled as the group’s success is manifest. The “Meeting”
The following points are essential to a successful meeting:
• Always start and end on time! Even plan the meeting for times that imply punctuality, i.e., 9:02 to 10:32 a.m. Promise to start and end punctually – and do it! Always!
• Seat the group facing the visual support, usually around three sides of a table with the facilitator at the fourth side. Some facilitators use chart pads. I use storyboards and various cards of various sizes and colors. With cards, you can have more flexibility. Print them with your computer and place emphasis on different items by using different sizes and colors.
• Appoint or seek a volunteer to be a scribe or recorder. Record the actions and ideas of the group where everyone can see. This helps the group stay on track, and reminds them of what they have created so far.
• Tell groups not to take notes. Instead, I send summary notes to them within 48 hours. This enables everyone to participate equally (if they aren’t taking notes, then they can pay attention) and ensures that everyone has the same details in their notes.
• Ideally, the group should be small – 7 to 10 people. This allows for full participation from each person. If the group must be larger, then allow opportunitie
What do ultra-successful business owners and top executives ALL do to achieve their goals so much faster than others - with far less effort and struggle?You can bet they are not slaves to their business—they are the masters of their businesses!If you are struggling too hard and feel like a slave to your business, you need to learn what ultra-successful business owners and top executives all do to achieve their goals faster - with far less effort and struggle.Are you the master or the slave of your business?Take this test to find out.There are two types of business people; those who master their business and those who are slaves to their business. Which are you?Here are 10 danger signals:__ I am impatient with others at least several times a week. __ My spouse (or employees) just don't get how big a job this is. __ Given the effort I put in, my net income is nowhere near high enough. __ If I wasn't here, the place would fall apart within a month. __ I can't seem to attract - or keep - the right staff. __ I'm doing tasks that I do not like or am not very good at. __ I am working more than 10 hours a day. __ I am running faster and harder than I probably should be. __ It is hard getting my workers to do what I want them to do. __ Some of my workers make my job harder. __ I am often unsure of what to do next.If you want the business you dreamed of, you must get command of your business. Stop working long hours. Stop trying to do everything yourself. Learn to run your business so that you have plenty of free time with a dependable team to manage the details. I have coached hundreds of business owners to create their dream business and have learned the essentials of what it takes.Y
• Appoint or seek a volunteer to be a scribe or recorder. Record the actions and ideas of the group where everyone can see. This helps the group stay on track, and reminds them of what they have created so far.
• Tell groups not to take notes. Instead, I send summary notes to them within 48 hours. This enables everyone to participate equally (if they aren’t taking notes, then they can pay attention) and ensures that everyone has the same details in their notes.
• Ideally, the group should be small – 7 to 10 people. This allows for full participation from each person. If the group must be larger, then allow opportunities for splitting the group for discussion, brainstorming, problem solving, and other activities. When the group comes back together, each section reports on its results.
• If someone has a dominant personality or has a known strong bias, don’t seat them in a dominant place. Choose a corner of the table. It makes a difference, really.
• Plan a timeline that includes each part of the meeting. Be conservative. Things take longer than you might think. Allow for a summary or debriefing at the end, or time to set up the next meeting.
The essence of facilitation is different than that of a meeting.
The essential parts are as follows:
• Clarify – Give sound, clear reasons for the meeting. People want to know WHY they are there and WHAT they are to do. Also give a time-line for the overall project. Is it going to take 3 months or just one meeting of two hours? Give the project a name or title, such as the title of a book. Choose the words carefully; they will begin to set the focus for the team.
Examples:
• Planning the Best Choir Retreat Ever
• Building an Awesome Music Ministry
• How to Recruit, Equip and Motivate Members in Ministry
• Define – Prepare a concise statement defining the overall objective(s) of the
team. Be specific. Then define the measurable objectives for the immediate
meeting. Separate the long-term and immediate objectives as well as defining what
will NOT be discussed at this meeting. Make the objectives reasonable for the time
frame allotted.
Examples of Deliverable Objectives: (where to focus our energy)
• Identify 10 unique ways to attract new choir members.
• Define 5 concerts that will pack the church.
• Identify and prioritize all the tasks for the Choir Council.
Examples of Off-Limits Items: (where we can waste time)
• Dwelling on past failures
• Discussing all the fine details of each event identified
• Picking on personalities of those not present
Communicate – Tell the group HOW the process will work. They need to know the total picture and how they are expected to contribute to the end result. This is most important if each person is expected to contribute.
Examples:
• First, we will explore all the options for question (topic)#1.
• Next, we will sort and prioritize those options.
• After the group gives weight to the options, we will develop a plan.
• All of these steps satisfy the first objective.
Validate – Determine the common facts about the subject and present them to the group. How many times has a group spent time debating something that was unclear from the start? Make the playing field level – give everyone the same data to begin. This will save enormous amounts of time. This could be called Background Information or Givens or Common Knowledge Facts.
Examples:
• List ALL of the known facts about the subject.
• Don’t forget to identify the level of decision making ability this group is
allowed.
• Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.
Allow for this point to sink in. Bringing the group to one focus is crucial to building the team. Consensus does not mean that everyone always agrees on every point. Individual power must yield
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