Meeting with sales representatives. Secrets of an Effective Meeting

209. I won’t give presentations because I’m afraid to speak. Intention: do you want to give a perfect presentation? Go! Redefinition: a little excitement is good. Separation: the first minutes are exciting, and then... Unification: everyone is worried at first. And they carry out... Analogy: and the lion

409. I will give presentations because I enjoy speaking. Intention: Do you think the audience will like it? Not really. Overriding: You're better than some, but still terrible. Division: You've already failed a presentation once. And this time too

9. I will give presentations because I enjoy speaking. Intention: Do you think the audience will like it? Not really. Overriding: You're better than some, but still terrible. Division: You've already failed a presentation once. And this time too

There are companies that have a tradition of holding staff meetings. And I can say that ATManagement Group is no exception. My successful action as executive director is to hold such meetings every Friday.

Some may think that this is a waste of staff time, and this time should be devoted to work. But for me, this is a great opportunity to energize my employees and give recognition for excellent work.

What tasks do I solve when I conduct staff meetings:

• Employees understand how things are going in the company, I inform them about the news.
• Company leaders take greater responsibility for their areas and work more efficiently (I will show in this article why this happens).
• Company employees aim to achieve good results in the new week.
• Exchange of experience.

I think every manager would like to see employees every week charged with achieving goals and improving their performance. Of course, this cannot be achieved by meetings alone; there must be a set of actions. For example, statistics (you can learn about this from the video course “Management based on statistics” on the website www.rb.tv). But as my practice shows, a properly held meeting and the regularity of these meetings is already half the success.

Where to start?

Decide on which days you will hold the meeting. Determine the time. And start doing this regularly. If you decide that it will be 9.00 on Monday, then spend them every Monday no later and no earlier!

The staff may begin to express their dissatisfaction and mutter, but who is the boss?! :) I assure you, after a month of such weekly meetings, your employees will be the first to come to work!

I prefer to start the meeting with a roll call. If the company is small, then you can do this by name. I do a roll call by department - at your convenience.

Problems and their solutions

I like this part of the meeting the most.

Agree, most often the manager himself solves the problem. And how valuable it is when employees come to us not with questions, but with answers! This part of the meeting is aimed at getting employees to talk about what problems they have encountered in their work. last week and how they dealt with them. At this stage, it is important to hear exactly the problems that have already been solved.

You can start this part by asking, “Who had problems this week?” And your employees will raise their hands. This is followed by another question: “Who coped with these problems?” And then ask them to tell you how the employees coped with the difficult situations in your work.

Perhaps at first there will not be so many hands, but the further into the forest, the more firewood :) When there were 20 people in our company, this part of the meeting lasted 20 minutes. Now that there are 40 people in the St. Petersburg office, we can talk for hours about successful actions and solutions to problems.

What's interesting is that the more productive the week was, the more problems people dealt with. And when employees listen to what problems their colleagues were able to solve, they believe that there are no unsolvable situations, and they can cope with any difficulties. And here’s another thing: some successful actions of Masha Petrova can become very useful in the work of Vasya Ivanov.

Plans for the week

After employees have shared their successful actions and solutions to problems, I move on to general announcements.

What it could be: new promotions for clients, new company rules, introduction of new employees or transfers to positions, holidays, etc.

Now the executive director gives the floor to his assistants: commercial director/production director/development director. If your company does not have these directors, but there are people responsible for different divisions, then this is their time.

One by one, regional leaders show the results for the past week (we show statistics, it’s very clear) and say what their department has done and what they plan to do.

The commercial director talks about the company’s total income, marketing plans, etc.

The production director talks about the progress in production, how things are going with the provision of services, and so on.

And the final stage of the meeting is the so-called distribution of elephants. At the general staff meeting, we always praise good performance, but we never scold it in front of people. It’s better to reprimand one-on-one. If one of the employees had outstanding performance during the week, it is at the meeting that it is time to recognize such well done people publicly.

At the end, be sure to thank all employees for their work last week and remind them what their goals are for the next week. At the end you can read some inspiring quote. The meeting should always end on a positive note!

Thus, “the purpose of staff meetings is to develop a spirit of mutual cooperation among the team, as well as coordination of actions. This shows a direct relationship between the size of their bonuses and production - and thereby allows the group to control their income." (L. Ron Hubbard, article "Weekly Staff Meetings")

Experiment with this type of meeting in your company, and I will be glad to hear your successes or questions.

Interesting meetings for you!

“Lack of attention to employees leads to indifference on their part” - this law is becoming more relevant every day of our time. That is why daily meetings become a serious tool for the manager, allowing him to achieve the goals set for the restaurant. But at the same time, running an effective meeting is hard work and great art. There is nothing more destructive in HR than chaotic ad-hoc meetings, an unprepared manager and bored employees - that's what awaits such a manager.

A meeting is a way of organized communication of a group of people for the purpose of making decisions, exchanging information and opinions, determining the direction of activity, clarifying tasks, summing up results, receiving feedback, and motivation.

An experienced Leader knows that Meetings create an organization. With their help, you can maintain connections within the restaurant and implement decisions made, check the degree of progress towards goals and break down barriers between departments and employees. If you do not hold meetings in your restaurant, then the problem of rumors arises, which leads to disunity and uncertainty among employees about the future, and then to loss of control.

A well-organized and conducted meeting allows you to:

• quickly solve the current problems of the restaurant;
• motivate staff to achieve results;
• create a development environment in a team.

WHAT SHOULD BE DONE BEFORE THE MEETING?

1. Organize your meetings

Hold meetings daily or weekly. The most important thing about your meetings is that everyone knows that they start at the same time. It SHOULD NOT be the case that this week the meeting is held on Thursday at fifteen minutes to ten, on Wednesday at nine forty, and on Friday at exactly nine. They always take place in the same place, at the same hour. This way, employees begin to look forward to the meeting. They can plan their time, this disciplines the team. Employees should develop the habit of going to meetings.

Always start on time! Never wait for anyone - the ship leaves exactly on schedule. This is the only way you can train everyone to get ready on time.

1. Schedule a meeting

The meeting should be prepared in advance: indicators of the past day/week, tasks for today/current week, promotions and other similar information.

1. Plan your sales

Your task is to install before the start of each shift, for the restaurant and for the employee. It is important to do this every day so that employees understand their specific goals based on the situation in achieving the restaurant's plan.

1. Rehearse

The manager knows what he wants to say, but hasn’t thought through how to do it more effectively? The result is distortion of information, misunderstanding, unnecessary disputes, non-fulfillment or poor-quality execution of decisions and tasks.

Think carefully about what you want to achieve on each issue and how exactly you will do it. It only takes a couple of minutes before the meeting. If possible, speak the text to yourself or to someone else. Be prepared every time - this will save your time and the time of your participants.

HWHAT SHOULD YOU DO DURING THE MEETING?

An effective meeting should be:

1. Simple

Speak clearly and simply. Remove unnecessary words and florid expressions. This causes general dissatisfaction among the participants. Consider only pressing issues. Don't repeat yourself - make generalizations and references. Visualize the information you are talking about - use a flipchart, presentations, etc. Then you won’t have to read it for a long time and tediously, you can immediately move on to analysis. In addition, according to psychological assessments, up to 55% of people are visual people, and they perceive voluminous digital information poorly by ear.

1. Active

The atmosphere of the meeting should not be oppressive; the time of the meeting should fly by unnoticed. Conduct training “I know myself - I will teach someone else.” Always monitor people's moods. React quickly to the situation.

1. Positive

Control your own attitude. There is no way without this. Remember the main rule of holding a meeting: Employees will leave the meeting in the mood in which you came to it.

Start with positive information (jokes, anecdotes, congratulations to birthday people, introductions to newcomers, etc.) Only against this background are work plans for the day and goals to be achieved. Try to defuse the situation by making jokes. Let your people smile - and issues will be resolved faster

Recognize and reward your colleagues' successes!

1. Involving, interactive

At each meeting block, engage participants with questions. Make sure to ask a different person each day so everyone has a chance to speak and get attention. Lead the meeting according to this procedure: the question was raised, explained, the situation was outlined, and the participants spoke. The manager summed it up and asked: “Are there any other questions and opinions on this item? No. Let's move on."

As a result, everyone is involved and participates in resolving issues.

1. Sales-oriented

Each meeting should be subordinated to business objectives.

Set sales goals and adhere to the algorithm:

• Tell me WHAT needs to be done;
• Discuss with your employees HOW to do this? (identify specific achievement tools);
• Get feedback from employees about their understanding of the task.

WHAT SHOULD I DO AFTER THE MEETING?

1. Analyze the meeting progress

Review the meeting plan again. Replay in your head how you did it, how employees reacted to your words, what allowed you to involve participants, etc. Determine for yourself what you will do differently at the next meeting.

2.Determine forms of control

Monitor the implementation of decisions made and assigned tasks. If the task is long-term, bring it up at every meeting until it is resolved. Write this down in your meeting plan.

Monitor individual sales plans every two hours, just go into the hall and ask each seller what his successes are and what he plans to do next.

Finally, I suggest you use the algorithm for conducting an effective meeting in your work. It will allow you to systematize your own performance, quickly manage sales, motivate employees to achieve goals and work with pleasure.

Algorithm for conducting an effective meeting:

1. Greetings

It's also possible holding light and a fun workout to lift the spirits of employees.

1. Results of the previous day

We remember what goals were set and voice what results were achieved. A brief “debriefing” is possible, i.e. what actions allowed you to achieve the result and what needs to be changed in your actions to achieve the goal if the result is unsatisfactory.

Announce that the meeting will start at 2:00 pm and it will not start until 2:10 pm. Schedule a meeting for 10:13, and employees will take you literally.

Cyril Northcote Parkinson

In this review: how to conduct an effective meeting, which are the criteria for the effectiveness of meetings. The main stages and rules will also be discussed, which will help to conduct a high-quality meeting and achieve your goals.

To determine the effectiveness of meetings, conduct an experiment. Carefully write down all the questions that your subordinates approach you with (individually, by email). Count the number of requests. Think about which of these issues can be resolved once at a meeting and calculate how much time you will save.

As your meeting technique improves, the number of such “distracting” calls will certainly decrease.

In many organizations, meetings are not considered a work tool for getting through day-to-day tasks. Basically, meetings are held chaotically, from time to time, they are not prepared, and the leader does not know how to lead them. Therefore, many meeting participants perceive information incorrectly (“didn’t hear”, “didn’t understand”, “forgot”), necessary solutions are not accepted (they are put aside and hang), and even if they are accepted, they are often not implemented.

Statistics say this: “When managers start holding meetings with their subordinates, they initially do not give them of great importance and don't expect much from them. But the longer they hold meetings, the more useful they become. Firstly, they thus “shove away” 90% of the routine. Managers do not need to control employees so tightly - the results speak for themselves, and this is a great incentive for staff. Meetings help streamline the work of the Company, and it immediately becomes clear what needs to be done next.

But in order for meetings to really work, you need to take into account a lot of subtleties of its conduct.

An experienced leader knows that meetings create organization. With their help, you can maintain connections within the Company and implement decisions made, check the degree of progress towards goals and break down barriers between employees. If you do not hold meetings with your subordinates, then the problem of rumors will arise, which leads to disunity and uncertainty among employees about the future, and then to loss of control.

A well-organized and conducted meeting allows you to:

• promptly solve current problems within the team;
• motivate staff to implement the plan;
• collect opinions and test planned changes;
• form a team from a group;
• move the Company forward as quickly as possible and at minimal cost;

Unfortunately, universities don’t teach how to conduct meetings correctly...

We will introduce you to some of the most common mistakes during meetings and how to correct them in this review.

There are 3 main points to consider when holding meetings:

• DURING
• and AFTER the meeting.

What needs to be done BEFORE the meeting?

1. Identify several types of meetings that you will hold regularly. Determine their regulations and carry them out according to schedule. Until you meet regularly, your team will not develop.

2. Unannounced meetings cause unnecessary conversations, anxiety, and sometimes fear among administrators. Organize such meetings extremely rarely, only in case of a “fire”. At emergency meetings, address only one issue. Emergency meetings should be short (try to keep them to a maximum of 45 minutes, even if you need to resolve a complex and difficult issue). Clearly formulate and communicate in advance: the purpose of the meeting, participants, time from ... to ..., place. Let employees not gather unnecessarily, but calmly go about their main business, namely, earning money.

3. It is extremely difficult to prepare for every meeting. Where can I find time for this? Therefore, it is optimal to do it once Regulations of meetings, in which you write down everything important aspects: frequency of the meeting (monthly/weekly), time and place of the meeting, participants, questions for the meeting. Now you need to prepare not a meeting, but only information on each issue.

4. Duplication of information at different meetings causes general dissatisfaction among administrators - everyone values ​​their time. Consider only pressing issues. Don't repeat yourself - make generalizations and references. Put everything you can onto the board in a visual form - tables, graphs. Then you won’t have to read it out, you can immediately move on to analysis. (In addition, according to some estimates, up to 55% of people are visual learners, and they perceive new information poorly by ear - no more than 7% of all information).

5. Create a Report Form, on which everyone will report.
Firstly, everyone will know exactly what they have to say and will prepare the numbers in advance.
Secondly, you will be able to see this report in advance, which means you can prepare for the meeting and analyze the information, draw conclusions, and think through decisions.
Thirdly, the information will remain for history/statistics, which is priceless for business.
For questions that are not regular, prepare information separately.

6. Think carefully about what you want to achieve on each issue and how exactly you will do it. If possible, speak the text to yourself or to someone else. Remove unnecessary words. Speak clearly and simply. Be prepared every time - this will save you and your employees time.

What needs to be done DURING the meeting?

1. If someone is not at the meeting, make sure there is a way for them to know what decisions have been made. At the beginning of the meeting, appoint a person responsible for writing down the main points and tasks.

2. Learn self-discipline, develop meeting rules, and do not give in to temptations and “creative impulses.” It is better not to miss meetings: if the weekly meeting coincides with a holiday, reschedule it for another day and inform about it at the previous meeting.
Always start on time! Never wait for anyone - “the ship leaves exactly on schedule.” This is the only way you can teach everyone to gather exactly according to the Rules.
If it's time to change the Rules, make the changes in writing, let everyone know about it, and live by the Rules again.

3. Don't let the speaker deviate from the Rules. Interrupt immediately: “Your time is up. You have deviated from the topic." Lead the meeting according to this procedure: the question was raised, everyone reported, the problem was identified, everyone spoke. The manager summed it up and asked: “Are there any other questions and opinions on this item? No. Let's move on." Participants also need to be taught how to participate in meetings competently.
First you need to explain the rules of the game, and then follow them: interrupt the talkers, give a brief and succinct assessment of information and matters.

4. If a painful and boring atmosphere arises at a meeting, then perhaps irrelevant issues are discussed - important issues include everyone. Or your subordinates are closed, they don’t trust you, they are afraid to express their opinion. Or maybe everyone is just tired.
Always monitor the mood of those present. React quickly to the situation. Try to defuse the situation by making jokes. Let the participants smile - and issues will be resolved faster.

5. Each participant must speak. The leader starts and ends the meeting - make the most of these moments. Everyone should have a “say” on both current and development issues. One speaker's response should not exceed 3-5 minutes. Including the Leader.
As a result, everyone is included and actively participates in resolving issues.

6. Let each employee report their results independently.

7. Let everyone speak first, involve them in the discussion, ask everyone’s opinion.

8. The leader must know when and how to correctly praise and scold, encourage and punish, and the meeting is the most right place for this. Get information before the meeting and prepare your opinion, and if necessary, this will help you quickly respond to facts and immediately have the desired impact on the team. Sometimes it is not possible to prepare in advance, but you need to react quickly, putting the question aside and saying: “I’ll think about it” is not possible. The easiest way to solve this problem technologically is to compare the figures for the past period with the latest results. There should only be growth. Whoever is tall is a great guy. Those who do not have height are given a red signal. You can dance from the plan: “Are we reaching it? How can we increase our performance?"

9. If suddenly at a meeting there is a need to discuss an unprepared issue and hastily make a decision at the meeting itself, then you will postpone the discussion and, even more so, the adoption of a decision. The most you can do is listen to the opinions of other participants, if this is also relevant to them. Write down the question so you don't forget. Return to it after the meeting and decide what to do with it.

10. Use the execution tool with extreme caution - His power is very great, you can turn it against yourself. If you can’t not scold, give it to the strongest. The rest will understand everything themselves. Never scold everyone at once, so as not to become in opposition to the team. It is much more effective to conduct “debriefings” according to the scheme: “We made a mistake, did this, and this is what it led to. How will we correct the situation, and how will we prevent this from happening next time?”

11. The result of each meeting should be actions, specific deeds, otherwise there is no point in gathering. By the end of the meeting, everyone should know what and how they should do to implement the decisions made. The Manager’s task is to check that those responsible have actually taken responsibility and are ready to implement the assigned tasks. To do this, conduct a risk assessment, ask each participant: “What could prevent you from achieving your goals? What risks do you see? If it is impossible to make a decision within the framework of this meeting, say where and when it will be made and who is responsible for it.

What should you do AFTER the meeting?

1. Upon leaving the meeting, participants should have a clear understanding of the state of affairs in the Company and what each individual must do to move towards a common and personal goal. Leave documentary traces after the meeting: appoint someone responsible for keeping minutes of the meeting, let him write down the decisions made.

2. Decisions made must be controlled by the Manager, checked, implemented. If you have allowed yourself to “slow down” the implementation of your general solutions, then why would anyone carry out different decisions of the meetings next time? Don’t hold the next meeting, dismiss people - go implement the decisions made.

3. The manager must analyze his mistakes after the meeting. Review the meeting plan again. Replay in your head how you did it. Write down recommendations for yourself

How often do you need to hold meetings with your employees? What do you think? What does this depend on?

“Debriefing” on typical problems is quite appropriate to do at monthly meetings, if you have such meetings. If you urgently need to convey information to employees related to any changes in the Company, you can convey these changes electronically.

There is another interesting way The best way to check the quality of your meetings is to find out how those who are absent feel about it. Why weren't they at the meeting? They were upset that they missed the meeting and were meticulously asking those present what had passed them by. Or did they have more important things to do? Draw appropriate conclusions.

Remember that the rules of meetings must also be changed regularly. This applies to both the issues discussed and the frequency of the meeting. Your subordinates grow, learn to work: both report and resolve issues. Gradually reduce the time spent reviewing the current situation. Increase the time for resolving issues and, of course, for their development. The weekly rhythm will allow you to complete tasks in time for the meeting. They take time, but no one has canceled the current work.