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Atricle Dump - Meetings, Meetings, Meetings: Effective Time Use and Building Consensus for Church Meetings
I frequently get asked "how can I differentiate my product or service when there are a lot of competitors doing the same things on a similar level?" My initial answer is 'you just answered your own question within the question.' That part about "a lot of competitors doing the same things on a similar level" should clue you in as to exactly how to differentiate yourself--vastly outperform them!There's only ONE low price leader. Once someone establishes themselves as the low cost provider, that game is over so it's time to focus on differentiating in other areas under your control. It's truly not that difficult, but it requires an ability to step back to reflect objectively and a common sense approach moving forward.For example: I have worked for two systems integrators within the past five years. They are very similar in their product mixes (both are Nortel Distributors) and their current marketing strategies, but they couldn't be more different in the way they approach the operation of their businesses. For starters, one is an old school distributor (we'll call them Company A) and views things historically (several "glory days" stories pepper the organization) more often than not. They will frequently thump their chest while stating they were one of the original Nortel Distributors in the Southeast and have been doing this for 33 years, their business model works fine, there's no reason to partner with other firms, and so on. Company A believes in soaking the customer for as much profit as they can on the front end in fear that they may never see another dime out of them. Their apparent belief is that if they don't see another dime, they got their piece of the pie so who cares? To them, customer loyalty value is merely a clich? that can't be justified on the income statement. Additi
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 to group needs. The process builds the team. Eye contact is essential here, as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that, because of the general consensus, the group can move ahead. At the end of the session, ask again if there are any
Absolutely. E-letters should be an integral part of nearly every company’s marketing plan. They are both time and cost effective, reaching all of your clients and as many potential clients as you have permission to solicit via email. I am a huge advocate of e-letters; our company sends one out every month and we receive additional work because of contacts made through our e-letters. Developing e-letters is part of our client services.So why have I recently talked clients out of using e-letters for their businesses? Because e-letters are not a quick fix solution. They should be one tactic in an established marketing strategy.Have a marketing plan If you don’t know where you’re going and what you’ll say when you get there, don’t bother communicating. You need to have your company’s branding messages developed. Mission – The basis for your brand is what your company provides to customers and why should they care. Visual elements – Logo, identity, tagline, colors. All the graphic elements that stimulate customer recognition and support your Mission. Message planning – The marketing messages you want to focus on for the next 12 – 24 months. Tactics – The specific action points that will communicate your brand and message.Getting your brand in the door One of the big reasons I believe in email as a marketing or branding tactic is because it supports visual recognition. Certainly content is important, but recognition allows the receiver to acknowledge the brand and let the message in. Let’s give it a quick test right now. Think about Coca Cola. Unless you have never seen their logo, chances are that right now you are visualizing the white script on red background. You let the brand in immediately and now you’re ready for the message.Well-execut
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 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 to group needs. The process builds the team. Eye contact is essential here, as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that, because of the general consensus, the group can move ahead. At the end of the session, ask again if there are any
Let me give you a brief history of Group Purchasing Organizations (GPO). They have been around for decades. Do you know what types of businesses get the best pricing on all of the goods and services they purchase? The answer is healthcare facilities. Do you know why? I’ll tell you. Nearly any healthcare facility in the nation that is making a profit belongs to a buying group.The average healthcare facility belongs to two GPOs. Thousands of facilities join together to negotiate contracts with their vendors. Vendors aggressively compete to get awarded the group’s contracts. As a result each group member saves money on everything they purchase. Annual membership fees range from $250.00 - $20,000.00. The concept is slowly evolving into other industries. Today there are National GPOs for Universities, Engineers, Cable Television/Satellite Installers and one for Small & Medium Size Companies. Smaller GOPs have formed at the regional, state and local level for a variety of industries.Pros and Cons of the National GPOsThe benefit to the national buying groups is that their size gives them the volume to negotiate bigger discounts with national vendors. But there are many problems with the national buying groups. They have gotten greedy and charge their vendors ever-increasing percentage of their revenues generated by their members. This reduces the amount of the discounts offered to their members. The national GPOs do not backup their annual membership fee with a money back guarantee on member's savings. Some of these GPOs force their members to use their vendors exclusively. This has caused a backlash against GPO's because members maybe forced to use vendors that offer poor products and services.Pros and Cons of the Smaller GPO'sWith the exception of a few state GPO's most non-national GPOs are lo
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 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 to group needs. The process builds the team. Eye contact is essential here, as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that, because of the general consensus, the group can move ahead. At the end of the session, ask again if there are any
Sometimes, the reason why a product or service fails is not because it is not relevant to its consumers, but because your market may not be aware you exist. If this is the case, you might as well close shop and do something else, or allow your business to be enhanced by marketing search engine tools.With the current lifestyle and habits of consumers, it is almost always fatal to not be able to be available to your market through the Internet. Almost anyone and everyone uses the Internet one way or another and more and more people go to the web to look for specific products and services.When a potential customer logs on the web and searches the Internet for a product or service that you may be offering and finds your competitor instead of you, that's a lost business opportunity that you can never get back.You need to have a website that serves as a showcase of your products or services. It would be ideal to have your site allow your visitors to be able to purchase your product or service through your site. At the very least, you need to have your business contact details available for your visitors to see so that they can contact you for further queries or to purchase your product or service.Having a website is just the first step however.Nowadays, it is not enough to simply have a website and be online. Despite a wonderful website with an interface and design that makes it easy for your visitors to browse and purchase your services, the first step to making a sale in the Internet is to first get your message across to your consumers. With millions of other online sites that may be offering similar products or services as you, your site needs that added boost that will ensure that it can rise above the rest.When a potential consumer logs on and searches for a particular product or service, the search
• 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 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 to group needs. The process builds the team. Eye contact is essential here, as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that, because of the general consensus, the group can move ahead. At the end of the session, ask again if there are any
Hopefully, as a business, non-profit, public entity or association manager, you will switch from a tactical approach to public relations, to one that emphasizes a strategic plan to achieve your managerial objectives. You may even surprise yourself as you begin to persuade your key outside audiences to your way of thinking, then move them to take actions that allow your department, group, division or subsidiary to succeed.What you will have done, of course, is combine a sound public relations strategy with effective communications tactics leading directly to the bottom line – perception altered, behavior modified, employer/ client satisfied.Perhaps most important, you will also have done something positive about the behaviors of the very outside audiences that MOST affect your operation.A sure way to win big with public relations.And it’s yours for the taking when first, you accept the fact that the right PR really CAN alter individual perception and lead to those changed behaviors you need. And second, when you employ public relations activity that creates perception, then behavior change within that key outside audience.Of course, you won’t be on your own if you use a roadmap along these lines: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to- desired-action the very people whose behaviors affect the organization the most, the public relations mission is usually accomplished.But the fact of the matter is that you will need a lot more than simple tactics like news releases, brochures, broadcast plugs and fun-filled special events to get a satisfactory return on your PR investmen
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 to group needs. The process builds the team. Eye contact is essential here, as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that, because of the general consensus, the group can move ahead. At the end of the session, ask again if there are any
We've all been there; you've invested months into a sale and now here we are at the end of the year and you just want to close the deal-but your customer won't budge, not even a little bit. And you feel stuck with reducing the price to meet their terms just to get them to sign on the dotted line.Not only does this hurt you in the short run by the obvious discount, but all too often it backfires in the long run. Why? Because you're no longer perceived as a true partner once you allow the negotiation to be win-lose and you attempt to win your customer over with gimmicks or extras. When you start "giving in," clients can become more difficult simply to hold out for a deeper discount. A further danger is that once word gets out, it creates peer envy. When customers learn that the "best" customers are getting discounts, they become unhappy about their deals regardless of deal size, actual discount, and other interests.So, what if your customer is holding out for a discount? How do you achieve a win-win without leaving money on the table? First, you need to view negotiation as an activity you use not just throughout the sales cycle, but beyond it as well. Second, you have to develop a solution that will satisfy your customer's business goals as well as-often hidden-personal interests in the deal.By introducing your negotiating strategy early on in the sales cycle, you plant the seed for the relationship to begin on a win-win basis, and you better understand the motivations and the business issues involved in your deal, and other working parts within your customer's organization that could be influencing your deal. If your customer is a stickler for price, you first need to find out why. In our current economic climate, oftentimes cash flow can be an important issue that is sometimes translated into
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 to group needs. The process builds the team. Eye contact is essential here, as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that, because of the general consensus, the group can move ahead. At the end of the session, ask again if there are any exceptions. Hearing none, or after addressing the comments, ask the group to keep faith with the team by not speaking contrary to the actions of the group when outside of the group.
Process builds team trust.
• Prioritize –Get right to the first issue to solve or first question to ask. Here’s where the facilitator earns his or her keep! In planning the meeting, ask first what the end result should be. (The question to ask yourself in planning: “What do you want to walk away with at the end of the session?”) Plan the meeting by addressing the objectives for this meeting, keeping in mind the big picture – the overall goal of the team. Therefore, keep it manageable by exploring ways to address the issue or question.
Example:
• Set specific, measurable objectives
• Bad – Enlarge the choir
• Good – 5 ways to increase numbers in the choir 15% in 3 months
• Address the objective by having the group answer a question
• Ways to have people clamor to checkout our choir
• Reasons people might be interested in choir
• Possible changes needed to attract people to choir
• Sort the ideas; pick the best 5 (or more),
• Use sticky dots (price stickers) for participants to “vote” for their best choices
• Use markers to “dot” favorite ideas
• Use a matrix (cost vs. difficulty or time vs. importance)
Focus – This could be “FOCUS, FOCUS, FOCUS.” The facilitator is in charge of keeping the group on track. If you have written objectives and off-limits items, then it could be as simple as pointing to those lists when things begin to get out-of- hand. Address side conversations and irrelevant comments as they occur.
HELPFUL HINT: Purchase small bells and give each member of the team one of them with the instruction to use the bell if the group begins to violate any of the rules. Most of the time the group will police itself. Keep the group energized by varying the routine.
Examples:
• Divide into groups of 3 or 4 people.
• Have each group bring back 3 solutions and present to the team.
• Put a time limit on break-out groups (1 minute per idea expected.)
• After a long period, have everyone stand, stretch, and change places.
Formalize – When finished with a brainstorming and fine-tuning, move the cards into some kind of order or priority. Figure out a standard of measurement (cost, time, difficulty, etc.) to judge the ideas. You can buy colored price stickers and let each person use them to vote for his or her choice.
One sticker for each ten ideas – this forces choices for the BEST ideas, and then the group’s energy becomes clear to everyone. Bad or radical ideas receive no votes, so it becomes clear to everyone that they are less valuable ideas. After this process of sorting the ideas, you should have the makings of a plan.
Example:
• Action Plan
• Communication Plan
• Next Steps in the Process
• A Matrix of Options
• A Plan for Reconciliation
• And more
Review – Give time for the group to sit back and look over what they’ve done, making sure that it all makes sense and is practical. Assign responsibility for any action items or communications, and schedule the next session. Here is a good opportunity for each person to take a turn in making a 30 second comment about what they’ve experienced in the session. This can prove to be most valuable, and will unite the group as they move on to their next event.
• Follow-Up – Be sure to check on all delegated items before the next session. Delegation does not mean you can forget about it. It means you don’t have to do it, so you have time to check on it and assist, if appropriate. Be sure to send out the meeting notes and follow through with any other commitments from the session.
• Celebrate – When the objectives are successfully met, take time to celebrate. This adds momentum and gives belief in process for future projects. Remember, you are a team!
There are multiple benefits from running a meeting in this manner. There must be a major reward since so much preparation must go into making the process successful. After all, don’t we want to make the best use of each day God has given us?
Benefits of running a meeting with neutral facilitation:
• Creates positive team building and bonding
• Builds trust through the consensus process
• Gives the team common ownership in goals
• Provides a safe communication environment (attack ideas, not people)
• The goal-setting process boosts the synergistic characteristics of the team
• Promotes an understanding of contrasting views
• Empowers the team to respond within pre-set parameters
• Gets things done
Types of facilitation projects and results:
• Long-range Planning = Long-term Goals
• Project Team = Action Plan
• Budget Building = A Budget We Buy Into
• Evaluation = Future Planning Resource that We Believe Is Valuable
• Schedule Planning = A Team Calendar
• Conflict Resolution/Problem Solving = Consensus
Running Meetings as a Transformational Process
The leader, in this case the facilitator, controls the PROCESS and the group provides the CONTENT. Plan the meeting.
Note: Facilitation Design Worksheet downloadable at http://www.hughballou.com
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