Don't Just Do Something, Stand There!: Ten Principles for by Marvin Weisbord, Sandra Janoff, Jack MacNeish

By Marvin Weisbord, Sandra Janoff, Jack MacNeish

Most humans imagine conferences are all too usually a waste of time. yet Weisbrod and Janoff say that is merely as a result approach such a lot conferences are run. during this e-book they provide ten ideas that might let you get extra performed in conferences by means of doing much less. the secret is understanding what you could and cannot keep an eye on. you cannot controol people's reasons, habit, or attitudes. that is one zone the place so much assembly leaders' makes an attempt to ''do something'' truly turn out doing not anything in any respect. yet you could keep an eye on the stipulations lower than which individuals have interaction, and you'll keep an eye on your individual reactions. in line with over 30 years of expertise and large study, the authors express precisely the best way to identify a gathering constitution that might create stipulations for fulfillment, potency, and productiveness. And, both very important, they provide suggestion for ensuring your individual feelings do not get within the method; for figuring out while to ''just stand there'' instead of intrude inappropriately, unproductively, or futilely.

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Extra resources for Don't Just Do Something, Stand There!: Ten Principles for Leading Meetings That Matter

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Make a note on your expected outcome. For each of those who ARE IN, note the consequences of leaving them out. • Match the length to the agenda. How much time do you think you need? Be honest. Be realistic. • Give people time to express themselves. How will you take advantage of the diverse perspectives in the GET THE WHOLE SYSTEM IN THE ROOM 29 room? ) • Use differentiation and integration in your plan. Think about when to ask people to work alone, in small groups, or in the whole group. Remember that you can’t integrate unless people know all the range of possibilities.

Accessibility In many countries, people are required by law to make restrooms and meeting rooms easy to use for those needing wheelchairs or with other disabilities. Required or not, we consider it essential that key spaces be accessible to all participants for the meetings we manage. Sustainability Finally, meetings mean little if inadvertently we destroy our shrinking planet. In recent years we have become aware of convenient ways to reduce our “footprint” on the Earth. Our colleague Ralph Copleman recommends many things you can control—reusable nametags; notepads and flipcharts made from recycled paper; ceramic coffee mugs; a recycling bin in the room.

One pitfall we will help you avoid is responding inappropriately when other people project their concerns onto you, making you the (unwitting) stand-in for parents, teachers, bosses, siblings, and others they may have once idolized or loathed. “Learn to Say No If You Want Yes to Mean Something” (Principle 10) provides support for a vastly underrated skill—saying no to unrealistic requests and expectations for “outcomes” and “deliverables” any time you suspect them to be unreachable. In the conclusion, “Changing the World One Meeting at a Time,” we summarize some of the benefits of the philosophy, theory, and practices we have presented.

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