In fact, they all make a great headway of transformation in any organization. There is no particular item that I don’t agree with. The above is a quick summary of the book. So, are you thinking of holding or attending a modern meeting? Ask yourself these 2 simple questions and feel free to experiment with your decision: In fact, it is suggested to follow a minimum number of ideas to encourage participations. Ideas are encouraged with no perseverance. Similar to the above 2 rules, you need to know what is going on before attending.ħ) The Modern Meeting works only alongside a culture of brainstorming. This gives the attendances a clear picture of what has been approved and proper summary/plan of what is next.Ħ) The Modern Meeting refuses to be informational. No meeting should be held without proper action plan at the end. If your attendance is important the meeting would be rescheduled right away.ĥ) The Modern Meeting produces committed action plans. Little strong words used here, but the meeting doesn’t welcome you if you are unprepared. Instead of calling twenty people to ensure you cover your basis, one may get away with a decision with only couple, hence freeing people's time while arriving at the same outcome.Ĥ) The Modern Meeting rejects the unprepared. Either inability to chair the meeting, no proper agenda or lack of self-accountability to push further.ģ) The Modern Meeting limits the number of attendees. Needless to say, meetings that drag behind the hour, gets rescheduled several times are indications of somethings gone wrong. Very intensive and hugely effective.Ģ) The Modern Meeting moves fast and ends on schedule The proposal is either approved or manager is asked to revisit some areas of concerns. The decision each project takes is less than 5 minutes. Each manager prepares a summary, hash up the details, summaries, benefits and costs. "Conflict" and "Coordination".Īfter thinking about this for a while, I could relate to a type of meetings we held at my organization where directors meet once on weekly basis to approve projects. The book suggests to meet only for 2 reasons. This encourages self-productivity and responsibility. Decisions are personal initiatives here and shouldn’t be group one. This took me a while to swallow… the book suggests to work on your decision(s) prior to the meeting, hold separate meetings if you need to, until you come close or arrive at the proper decision. Welcome the 7 principles of Modern Meetings:ġ) The Modern Meeting supports a decision that has already been made. How can we improve, jump ship and get back to be on top of things? There is nothing wrong to be social but this may be done through informal chatting, lunch time or other similar activities. Problem they may become more often than one needs and interrupt people’s time. Social Meetings: as it implies, this type is to slow down, chat and to connect. Micro management hides under this in one way or another. They add no real value and hence tagged as waste of time.įormality Meetings: Held by managers to ensure their control, to exert their status or as a habit. Specifically, the meetings that are called for to be demolished are:Ĭonvenience Meetings: Held usually to go over summary of what was proposed, to ensure everyone understands what was sent or documented. It calls for complete ditch of traditional meetings as they create “a culture of compromise”. The book, doesn’t take a personal approach as much as a standard for the corporate to follow. The book has its followers, being number 1 in kindle during its release, #4 as part of best business book of 2011 and selected by many companies such as IBM in 2012. This is why when this title was proposed as a read in Allstream, I jumped to it. Meetings that leave you empowered, refreshed and ready for more. Meetings I held or chaired in the Corporate world or in personal volunteering efforts such as President of the Board for a Condominium, I get a kick out of having short and intensive meetings.
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