My five minutes bell

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LidiaPereaFlores

Describe three effective tips to avoid problems experienced in a business meeting.

MY FIVE MINUTES BELL
LIDIA PEREA FLORES

TIPS TO AVOID PROBLEMS
1.-
Define what the meeting is for and identify what decisions you
should make. When there are no objectives, it is not necessary to
meet. If the points are clear in advance and the surprises are
eliminated, the quality of the decisions improves

2.-
Determine who participates in the meeting based on the
decisions to be made. More people than necessary will make the
meeting unproductive. Only calls people with a direct role in the
goals that motivate the work meeting.

3.-
Set the agenda in advance and anticipate the information
to the participants. If they do not have the time to analyze it,
they will not add value when deciding. Ideally, everyone should
know what they are going to do and what they will contribute.

According to a study by the Harvard Business Review, the
consequences of too many meetings can be surprising and
evidence that weekly meetings of companies in the world
demand a total of 300 thousand hours per year. As a
methodological support, they analyzed the data provided by the
Outlook calendar of a multinational company in the United
States.

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Evaluating Results and Benefits Week #7 Lecture 1 The Important Role of the Evaluator Have you ever considered what it might be like to perform evaluations for a living? Some might be excited to take on this type of position while others are looking to steer clear of the stress of what some might feel being an evaluator experience. Regardless of the take you have on this type of position; it is important to understand the important role an evaluator has within the workplace. Often you will find that management takes on the role of the evaluator within the workplace. This can be positive for the organization because who knows the workplace better than the one managing it? However, there are times where a third-party is necessary to ensure that the workplace and the processes within are working adequately without bias. The role of an evaluator will differ based on the evaluation approach being used within the workplace. Keep in mind that there are a number of evaluation approaches to choose from and what might be used this time may not be what is used in the future. However, in most evaluator roles, the evaluator will be expected to: · Engage in a structured effort to learn the concerns, assumptions, questions, data needs, and intentions of stakeholders for their evaluation · Develop the evaluation to answer questions and meet priorities · Remain in charge of the technical research work · Report back frequently to ensure the study is on target · Explain data results to stakeholders and representatives Now that you understand what an evaluator is, let’s discuss how to choose an evaluator for the organization. When a company decides an evaluation is needed for individuals or a program, it is important to decide who will conduct the evaluations. An evaluator should be someone who understands the program and has the skills to conduct the evaluation properly. The evaluator may be an employee chosen internally or may be a third-party source brought in for the purpose. In order to decide who is best, it is important to consider the type of data needed and the purpose for the evaluation. The person who is chosen to conduct the evaluation should be unbiased and professional. Using an employee within the workplace is not always the best way to go as this will take the person away from their typical day-to-day tasks. In addition, an evaluator chosen from inside will be exposed to personal and secured information, so it is important to choose a person who is ethical and trustworthy. An evaluator will spend a lot of time collecting and analyzing data, so experience with these concepts is critical to the success of the evaluation. Once the evaluator has been chosen, it is important to consider the behavior that will need to be upheld throughout the process. First and foremost, please remember that when evaluating people, it is important to acknowledge that they have feelings and are indeed human. Take the time t ...

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Having graduated from one of the top colleges and being fresh in a new workplace, you will have to be a part of a lot of meetings. So, learning an art of great meeting is fruitful for your overall growth as a leader. So how to begin? 1: Open The Meeting With A Positive Note Studies have shown that the way a meeting starts, decides the tone for the entire meeting. If you start the meeting with problems, complaints and mutual blame that is exactly you are going to get. But if you start with a positive note, the rest of the meeting is going to be more productive and fun. 2. Have Regular Breaks This should not be an option but a mandatory rule especially in case of long meetings that will go on for hours. Taking five minutes off after every one-hour or half an hour to cool off would help the team to stay focused and productive for the entire meeting. 3: Lose The Table Oh yes! This is not something most people would think as a good idea. But there are scientific reasons. Studies have shown that the flow of communication is better when you get to see the entire person. Also for meetings involving 20 plus people, the table would be huge and the average distance between two particular people would be high.

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STOP THE MEETING MADNESS HOW TO FREE UP TIME FOR MEANINGFUL WORK BY LESLIE A. PERLOW, CONSTANCE NOONAN HADLEY, AND EUNICE EUN SHARE THIS ARTICLE. HBR LINK MAKES IT EASY. SEE PAGE 41 FOR INSTRUCTIONS. FEATURE STOP THE MEETING MADNESS 62 HARVARD BUSINESS REVIEW JULY–AUGUST 2017 EL EN A K U LI KO VA /G ET TY IM A G ES JULY–AUGUST 2017 HARVARD BUSINESS REVIEW 63 P Poking fun at meetings is the stuff of Dilbert car- toons—we can all joke about how soul-sucking and painful they are. But that pain has real consequences for teams and organizations. In our interviews with hundreds of executives, in fields ranging from high tech and retail to pharmaceuticals and consulting, many said they felt overwhelmed by their meetings— whether formal or informal, traditional or agile, face- to-face or electronically mediated. One said, “I cannot get my head above water to breathe during the week.” Another described stabbing her leg with a pencil to stop from screaming during a particularly torturous staff meeting. Such complaints are supported by research showing that meetings have increased in length and frequency over the past 50 years, to the point where executives spend an average of nearly 23 hours a week in them, up from less than 10 hours in the 1960s. And that doesn’t even include all the impromptu gatherings that don’t make it onto the schedule. Much has been written about this problem, but the solutions posed are usually discrete: Establish a clear agenda, hold your meeting standing up, delegate someone to attend in your place, and so on. We’ve observed in our research and consulting that real im- provement requires systemic change, because meetings affect how people collaborate and how they get their own work done. Yet change of such scope is rarely considered. When we probed into why people put up with the strain that meetings place on their time and sanity, we found something surprising: Those who resent and dread meetings the most also defend them as a “necessary evil”—sometimes with great passion. Consider this excerpt from the corporate blog of a senior executive in the pharmaceutical industry: I believe that our abundance of meetings at our company is the Cultural Tax we pay for the inclusive, learning environment that we want to foster… and I’m ok with that. If the alternative to more meetings is more autocratic decision-making, less input from all levels throughout the organization, and fewer opportunities to ensure alignment and communication by personal interaction, then give me more meetings any time! To be sure, meetings are essential for enabling col- laboration, creativity, and innovation. They often foster relationships and ensure proper information exchange. They provide real benefits. But why would anyone ar- gue in defense of excessive meetings, especially when no one likes them much? Because executives want to be good soldiers. When they sacrifice their own .

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It’s easy to let marketing slip simply out of a lack of time. This doesn’t mean that you can’t market your practice. You just have to become more efficient. Prioritize What is the most important thing your practice needs? Attracting new patients? Getting more referrals? Define your goals, then choose tactics to help you achieve them. Example: A practice wants to increase the number of new patients from referrals by friends and family. Our patients are happy and likely to refer, so we need to leverage that into more new patients. Plan Out Tactics You need a plan to help you stay consistent. Then, figure out how that plan fits into your daily work. Without a clear plan, you may spend much more time on marketing, so it will save time in the long run. Example: Make it easy for patients to refer via a Facebook campaign and a landing page on our website. We’ll collect patient stories and share on our Facebook page and track new patients related to the campaign. Delegate Responsibilities Delegate tasks where you can to ensure that everything gets done on time. Example: Nurses find patients to participate. Front desk staff collects the information. I post the information to Facebook and create the landing page. The practice manager attributes patients to the campaign. Use Automation Automation allows you to set up and schedule content ahead of time. You can find automation tools for several different platforms, including social media, blog posts, and email marketing. Example: Schedule out Facebook posts. Schedule content updates on our website. Use electronic surveys to quickly collect information from patients. Social Media - Pre-planned events and any information that isn’t time-sensitive can be scheduled ahead of time. Most social media management services are free and will save you the trouble of logging into each account. Hootsuite and Buffer are popular, but research and test to see what works best for you. Blog Posts/News Updates - Most blog sites like Wordpress allow you to schedule posts in advance. Just be sure to keep a schedule of posts so you can stay on track. Email Marketing - A service like Constant Contact or MailChimp allows you to set up content and send to a group of contacts exactly when you want. No need to manually send out each one. Use a HIPAA-compliant service to protect patients. Evaluate Progress & Focus on What Works Over time, you should be able tell what is working for you and eliminate what isn’t. Frequently review your results so you aren’t wasting time on something that isn’t helping. Example: Review the number of patients that credit their visit to referrals. Has that number increased, or remained steady? The answer will inform our strategy moving forward. The key to making your practice’s marketing more efficient and effective is having a plan, sticking to it, and cutting out unnecessary steps.

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The crucial part of a triumphant sale is closing it. It is at this point when one comes up with an ultimate verdict that sums up all the efforts, relationships and mutual understanding. This is when everything becomes clear and it’s clear that everything that has been done so far makes sense for everyone involved. At this time, the buyer and the seller find themselves in agreement that is beneficial to both parties as well. The stage marks the transition from convincing someone how beautiful something looks on him/her into convincing them about why they need this thing in their life forevermore. Real sales finesse alongside empathy underpins this whole process…

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1. MY FIVE MINUTES BELL LIDIA PEREA FLORES

2. TIPS TO AVOID PROBLEMS 1.- Define what the meeting is for and identify what decisions you should make. When there are no objectives, it is not necessary to meet. If the points are clear in advance and the surprises are eliminated, the quality of the decisions improves

3. 2.- Determine who participates in the meeting based on the decisions to be made. More people than necessary will make the meeting unproductive. Only calls people with a direct role in the goals that motivate the work meeting.

4. 3.- Set the agenda in advance and anticipate the information to the participants. If they do not have the time to analyze it, they will not add value when deciding. Ideally, everyone should know what they are going to do and what they will contribute.

5. According to a study by the Harvard Business Review, the consequences of too many meetings can be surprising and evidence that weekly meetings of companies in the world demand a total of 300 thousand hours per year. As a methodological support, they analyzed the data provided by the Outlook calendar of a multinational company in the United States.