In fact, if people waste time in meetings, you can conclude that they are doing the wrong thing while they are in a meeting.

Although it’s true that senior executives spend much of their time in meetings, you can bet that a business is in trouble if their meetings are out of control.

Top executives should use meetings to develop, review, and revise strategy. If they spend their time just talking about stuff, then they are goofing off on the job.

Since bad meetings are so wasteful, you may wonder why anyone tolerates them. Unfortunately, many business leaders think that their meetings are just fine. They even believe that they’re experts at holding effective meetings.

For example, when I phone companies to ask if they would be interested in improving their meetings, I sometimes encounter an assistant who assures me that the executives believe that they hold wonderful meetings. Then the assistant snickers, coughs softly, and regains enough composure to state that they don’t need my services. At this point the assistant sounds like someone on a sinking ship who is throwing a life jacket into the water.

And that must make you wonder: why would any intelligent person hold a meeting that wastes everyone’s time and produces nothing.

There are easy answers such as 1) they don’t know that their meetings could be effective, 2) they don’t know what an effective meeting is like, or 3) they don’t know how to hold an effective meeting.

But what about the rest of them? That is, what about all of the executives who know how to plan and organise and run an effective business, but still hold bad meetings?

Let’s dig deeper. These executives actually want to hold bad meetings because they prove to be useful. Here’s how.

1) They provide refuge.
Bad meetings provide a sophisticated form of executive busyness. Some people find this useful because it keeps them from having to work on difficult tasks such as planning, coaching, learning, and communicating. Compared to these difficult tasks, sitting in a conference room is easy. In fact, it is so easy that a six-year old could do it, assuming you could convince the child to stay inside for such a pointless activity.

Better: An effective meeting is business activity where people work together.

2) They avoid responsibility.
Bad meetings never end with decisions, which means that no one ends up being held responsible for doing anything. Some people find this useful because responsibility implies accountability and accountability requires results. Thus, without responsibility there is no failure and everyone appears to perform well. This masks poor performance so that everyone continues to receive raises and promotions, even when they accomplish nothing because (you guessed it) they spent all of their time sitting in meetings.

Better: Effective meetings produce decisions that someone is responsible for implementing.

3) They provide excitement.
Bad meetings feature all of the elements of a good drama, such as conflict, tension, and pain. For example, the participants deliver self-aggrandising reports, denigrate their colleagues, and engage in politics. Some really terrible meetings play out like pathetic battlegrounds with verbal gladiators battling for favors while the boss watches.

Better: Effective meetings occur in a safe environment of respect.

4) They serve food.
Bad meetings become an enviable executive perk when they provide snacks, coffee, and (sometimes) meals. The attendees then use eating to offset the boredom of having to hear meaningless discussions. It also saves them the expense of having to buy food.

Better: Meals should be a separate activity used to build relationships and (sometimes) rest.

5) They entertain.
Bad meetings resemble a party. People tell stories, trade jokes, and argue over trivia. Some meetings feature comedy performances by the office fool. Others feature humorous belittlements by the office bully. And if neither of these occurs, the absolutely unbelievable discussions amaze and entertain everyone.

Better: Effective meetings use process tools to make methodical progress toward results.

All of this shows why the type of meetings held in a company should be of major concern when making investment decisions. If the executives need to learn how, that can be fixed by scheduling a workshop. Then you might consider investing in the company, after they complete the workshop. If, however, the executives hold bad meetings to avoid fundamental leadership responsibilities, you should seek other investments.

1) No structure

Discussion is like conversation in that it is a free-form dialogue without any direction. Each person responds to what the last person said. While this can produce entertaining party chatter, it seldom leads to agreements or decisions. In fact, in a meeting, discussion can even make things worse. For example, suppose you said:

"We need to talk about the budget."

And then someone says:

"Is that the one we approved last month?"

"And my department is doing fine."

"Oh yeah, what about the new computer that you just bought."

"Did you hear about the new operating system?"

"My dog had an operation last week."

And so on . . . .

This happens because discussion is a divergent process. Each idea elicits a response from someone else. It's like a conversation where no specific result is expected.

2) No equality

Discussion favors those who think quickly. It also favors those who are loud, expressive, intimidating, entertaining, and important. As a result the more aggressive participants do all of the talking while the more reflective ones watch.

This is bad for many reasons. First, aggressive speakers can easily stampede everyone else into accepting unworkable ideas. Next, the more thoughtful participants withdraw, which deprives everyone from hearing their ideas. Thus, a discussion is like an engine that runs without brakes on only half its cylinders.

3) No Achievement

As you might expect, discussion seldom leads to anything useful. True, the talkers will feel energized by what they said. And the others may feel amazed by what they heard. But nothing else happened. No decisions were made. No solutions were found.

Discussion is the least effective and least efficient process for a meeting.

1) People follow the leader. Any training program will be more successful if management supports it. This is why its important to involve top executives in planning workshops, along with asking them to attend. Its recommended that follow-up sessions take place to review the material covered in the workshop.

Training has earned a bad reputation because many programs were just thrown over the fence at employees who were sent to be fixed. It's unlikely that any training program conducted under these conditions will accomplish much.

> Key Point: Gain management support before scheduling any training program.

2) Each of us has control over our area of responsibility and each of us lives in the environment that we create.

The participant mentioned above can still conduct effective meetings, even if top management continues to hold bad meetings.

There are two parts to every learning experience. The first part involves mastering new skills. The second (and critical) part involves choosing to use them.

> Key Point: You can be an effective leader even when others aren't.

3) Some people play make-believe. You will learn more from an expert, rather than from someone who is delivering a book report.

Many companies hire trainers who build training programs based on books that they read and some entrepreneurs agree to speak on topics that are purely academic for them. The best trainers ARE the message, which means that they live and breathe and use what they teach. They can answer any questions, meet any needs, and help with any situations that the participants may bring up. They truly know their topic.

> Key Point: Hire a trainer who wrote the book instead of one who (you hope) read a book.

Any training program can succeed, if delivered to people who want to improve by an expert who can show them how.
 

• Including all levels of employees in decision making
• Concentrating on the company’s mission, not just its ability to make money
• Demonstrating the value of learning new skills
• Encouraging employees to advance their careers
• Setting an example of a positive attitude and work ethic

Assigning Responsibilities
The organisation of the business will be determined by your determination of who should be doing what and when – in other words, assigning tasks and duties to your employees.  At the center of any organisation are its people and those people have to know what is expected of them in order to perform satisfactorily.  Usually a small business will start with a few (maybe even one) person(s) performing all of the day-to-day functions.  However, as the business grows it will be necessary to hire others to perform specific roles within the firm.  As a manager, you will be required to recognise when new needs emerge and to hire the appropriate personnel to address those needs.

Business Teams

You should not be the only one responsible for the success of the business.  The ultimate in organisation is the formation of a business team that allows you to delegate authority and, as a result, increase productivity.  The business team should consist of those employees who are in charge of the major functions of your organisation. 

To be effective, a business team must have a leader that is respected by all of the team members.  In return, the leader must respect all of the member’s individual abilities.  A team spirit should be evident as each member uses his or her strengths to compensate for the weaknesses of others. 

Mistakes in the workplace should result in correction not retribution.  Each member of a team should realise their own importance to the organisation and feel free to explore other areas of activity.

Communication

Tips for Employers

A 2001 study analysing 20,000 exit interviews revealed that the most common reason that people leave a job situation is poor supervision – basically, they had a bad boss.  Probably the biggest factor contributing to the perception of poor leadership seemed to be poor communication skills.  How can you as an employer improve your communication with your employees?  Try out a few of the following suggestions:

1) Listen.  Actually pay attention to what your employees are saying. As simple as this sounds, try this exercise; Tape a conversation then after you have finished communicating, try typing as much as you can of what the other person said. When you are finished, play the tape while reading your notes. See how accurate you’re listening and memory is. 
 
2) Designate specific times to meet with your employees one-on-one at least twice a month.  Not allowing interruptions during these meetings will convey to them that they have your undivided attention and that you value their input.

3) When changes are going to have to be made in the workplace, let those affected know as soon as possible.  Tell them personally and don’t let them find out through the grapevine.

4) Let your employees know what you stand for.  When they are aware of your value system, they will be able to make better decisions, or at least decisions that will be more pleasing to you.

5) Let your employees know how they are doing on a regular basis.  Don’t let an employee find out that they are not performing up to your standards at their yearly performance review.

6) Improve your public speaking skills.  Your credibility with your employees is directly tied to your ability to convey information to them successfully.

7) Don’t use e-mail to do your dirty work.  Whenever a situation involves strong emotions, it should be dealt with in person.

Getting your employees to stop thinking of each other as competitors and start working as a team isn’t quite as easy as it sounds, but it is vital if you want to be a powerful force in your business. Among the advantages of team building are the following:

1. Teams are more successful in implementing complex plans and strategies. Because you can split the work into responsibility areas, a team can tackle more complex projects more efficiently than a group of individuals.

2. Teams come up with more creative solutions because they can network and brainstorm. When team members bounce ideas off of each other, they arrive at solutions that none would have evolved alone. As teams continue to work together, many of them find that their individual work benefits from their new ability to see things from other perspectives.

3. Teams build commitment to ideas and plans because they have ownership of the idea. When a team is involved in a project from the start, they are more likely to be committed to the ideals it represents.

4. Teams are more enduring than reliance on individuals. If you have one person who is responsible for a project, the loss of that person can cripple the project. When you rely on a team, the loss of one individual may be difficult, but the work of the team will continue.

5. Team building activities motivate your employees to deliver their very best effort on behalf of the team.
 

What are the qualities of a good manager? Let us summarise. To know the goal of the organisation and to achieve those goals with minimum resources and maximum effectiveness is the first goal of any manager. If the primary goal of your company right now is to increase sales, irrespective of profits, you have to do that with given resources. If the goal is to increase profits, you have to do that by cutting costs, improving sales, raising prices, and improving employee effectiveness and raise profits.

The quality that is most important for a good manager is skill and knowledge. Unless a manger has skill to perform a job, nothing will work. The second important quality is focus. A manager should be focused to the goal of the company and his/her every action should go in that direction. All such sub skills as Time management, Human resources management, Marketing, Production and purchases are part of the larger goal. Each of these has to be made more effective and efficient.

One important factor that at times overrides all others is vision. What is the vision of the manager about the organisation? How does the manager look at the future and what is larger game plan? These are very important to formulate policies, which will satisfy the goals of the organisation. No organisation is static. It is a dynamic mix of many forces that has to be managed to move in a single direction. The test of a manger lies in doing this.  Test yourself against all these requirements and find out the strengths and weaknesses. Once you know your weaknesses, you can work upon them and improve your performance. Try some quizzes from the Internet on Business & Career and try answering them. The tests will help you greatly in finding out more about yourself.
 

By taking the time and energy to motivate your employees you will find that not only do they work better for you, they are happier as well. Proper motivation means teaching people about themselves and what they want to get out of their lives. Your motivation will teach them what their own personal goals are and how they can achieve or even exceed them with ease. This is a great service that you will be doing them and your company. You will find the money pouring in when you do these types of things and that is always a good way to run a business right?

No matter where you live you can find some great motivational workshops that are set up specifically with the employee in mind. These are group activities that you can get everyone who works for you into. They are usually quite fun and the employees will not ever have to pay for them. In essence they are getting free lessons on how to live more happy and healthy both physically and emotionally, it is perfect!

Talk to some other businesses in your area and see what kinds of motivational services they have used in the past and how much they cost. Take the time to search out the very best motivational speakers as these will give you the best course for your money. They can change everything, even the home lives of your employees. The more innovative the ideas that these motivators have the better they may work. Don’t let yourself be boxed in by expectations, think outside the box and let the imagination soar. Be willing to try new things with your employees and watch things get better and better in the workplace.

You may also want to get a couple of good books on the subject. Books are full of some great info that you can use each and everyday in the workplace. They are affordable and if you go to a used bookstore very cheap indeed. They will bring in more revenue and get your workers working much more efficiently and productively. Motivations truly is key to a successful business, just you wait and see.
 

People management, also known as human resource management (HRM), encompasses the tasks of recruitment, management, and providing ongoing support and direction for the employees of an organisation.  These tasks can include the following:  compensation, hiring, performance management, organisation development, safety, wellness, benefits, employee motivation, communication, administration, and training.

When managing the people within an organisation, a manager must focus on both hiring the right people and then getting the most out of these people.  New personnel must provide the organisation with the best talent available that meets the needs of the business.   The organisation must look ahead to how a new employee can be used to their fullest.  Getting the most out of an employee means a business has consistent policies and practices in place to provide its people with appropriate training and development.  Employees are involved as “partners” in the business.

Probably the most important task a manager will face when dealing with the people under his direction is that of bringing out the best in them.  Unlocking people potential is often seen as the key to any business’s success.  When an employee’s talents are not channeled correctly, their behavior can seriously compromise the success of an organisation.   Some of the roles that an employee who is not being used to his potential can take on are as follows:  procrastinator, martyr, gossip, manipulator, backstabber, narcissist, a deer in the headlights, black hole, stonewalled, killjoy, bully and predator.

Instead of dealing with employees that develop defense mechanisms to mask their dissatisfaction with their work situation, let’s look as some ways to encourage effective behavior at work.  After a problem behavior has been identified, address the employee immediately.  Discuss taking responsibility for the ineffective behavior, how the behavior manifests itself, and the effect the behavior is having on the organisation.  Next, give the employee alternatives to his current behavior.  In other words, teach him or her how the principles of achievement: 

• cooperation
• respect
• self-motivation
• trust
• self-discipline

Now that the employee has alternatives to their current behavior, draw up a performance improvement contract in which he or she agrees to specific actions to change his or her ineffective behavior.  After the contract is signed, a manager needs to stay involved and committed to the process of change.  He or she cannot assume that the problem will be automatically fixed now that it has been brought to light.  The employee will require praise and reinforcement of any progress that they are able to make.  If positive change is to occur, it will be evident soon after the initial confrontation.  If this does not occur, a termination meeting must be scheduled quickly.  One employee’s toxic behavior can quickly spread throughout an organisation if it is not dealt with quickly and efficiently.

When evaluating an organisation’s workforce, there are several areas that must be addressed.  First, the staff must have the tools and resources that they need to do their jobs effectively.  Employees cannot be blamed for an organisation’s inefficiency if they are not provided with the equipment necessary to perform adequately.  Next, get to know each employee as an individual and make sure that they are aware of their specific role within the organisation.  Clarify their responsibilities and goals.  Also, involve each employee in making decisions which affect their area of expertise.  This will result in the employee feeling that they “have a say” in what goes on in the organisation and he or she will feel a sense of ownership.  Finally, make sure that employees have an opportunity to have fun with their coworkers at appropriate times.

People Empowerment can be a very effective tool within the field of people management.  This technique can be used to involve employees in any improvement program within an organisation.  Authority, accountability, and responsibility are delegated to the employees for improving the processes which are under their control without first having to obtain permission from management before making changes.  This can be successful only when employees are recognised, congratulated, and rewarded for their commitment to problem solving.

Strengths and weaknesses relate to internal factors, while opportunities and threats cover external ones. The internal factors can be divided into five categories: management, workforce, sales and marketing, operations, and financial. The external factors are also divided into five categories: threat of new entrants, bargaining power of suppliers, bargaining power of customers, threat of rivalry from competitors, and threat of substitution.

To approach the analysis in a structured way, prepare a checklist using the categories mentioned above. Identify factors within each category that are important to your business. Under management for example, a major weakness for virtually every small business is relying too heavily on the owner. What would happen to the business if something happened to the owner? In the workforce category a factor could be employee turnover and the availability of new hires. The threat of new entrants might include the possibility of a big box retailer opening near your business. The bargaining power of suppliers and customers categories should consider the possibility of losing a major supplier or customer. Come up with several factors for each category to complete the checklist. It is important that you do not try to rate or solve each issue as you identify them. If you do, you will get bogged down on each factor and never complete the analysis.

Once the checklist is complete, you should rate each factor based on its importance to your business. Use an alphabetical scale from A to E, where A = very important, B = important, C = some importance, D = little importance, and E = not important. Next rate each factor based on proficiency (internal) or vulnerability (external). Use a numerical scale from 1 to 5, where 1 = very proficient or not vulnerable, 2 = proficient or little vulnerability, 3 = average proficiency or some vulnerability, 4 = poor proficiency or vulnerable, and 5 = deficient or very vulnerable.

The factors with the lowest letter and highest number (A5) are the biggest weaknesses or threats. The ones with the lowest letter and lowest number (A1) are the biggest strengths or opportunities.

Using this structured approach makes a SWOT analysis possible and practical for any small business. To make this process worthwhile you must use this information to take action. Work to fix the worst problems first, prepare for the biggest risks, take advantage of the best opportunities, and build your secondary strengths.
 

There’s a fine line between using security measures to keep your staff safe, and invading their privacy. That’s why, before you implement safety measures, you should always check that you’re complying with the relevant local and national legislation.

Shift workers

Many manufacturing companies and some service companies, such as call centres, are operating 24 hours per day. This means that staff members are often either starting or finishing their shift late at night or early in the morning. These are times when employees entering or leaving the building are particularly at risk, and could benefit from:

• Good exterior lighting
• Keypad-controlled entry
• Security staff presence
• Monitored CCTV systems
• Panic buttons

Measures like these are all designed to help shift workers feel more comfortable both inside and outside the building.

9-5 workers

It’s just as important that those employees who work normal office hours feel safe inside the building. During the day, most offices have a reception area, which visitors have to go through before they can enter the business. To control access, many companies use visitor passes. This not only helps employees to recognise a visitor to the company, but it also means that in the event of fire, or evacuation for some other reason, the visitor can be accounted for.

Equally, CCTV cameras can have a role to play throughout the day. Watching communal areas and exterior areas as well as monitoring the entrances and exits can help the business to prevent a crime or trespass in plenty of time.

Safe workers are usually more productive workers, so by spending a little time and money making sure that your building and its people are protected, you could be doing a favour for your business.