MEETINGS
GENERAL
Many
executives believe that meetings are a waste of time. Busy executives may spend
up to 70% of their time in meetings at which participants doodle, drink coffee,
and think about what they could be doing back in their offices.
Meetings
need not be unproductive. Most meetings are called to process important
information or to solve a problem. The key to success is what the chairperson
does. Most of the chairperson’s contributions are made before the meeting
begins. He or she should make sure discussion flows freely and follow up the
meeting with agreed upon actions. The success of a meeting depends on what is
done in advance of, during, and after it.
How
to Run a Great Meeting
Prepare
in Advance
Advance preparation is the single most
important tool for running an efficient, productive meeting. Advance
preparation should include the following:
- Define the purpose. The
chairperson should be very explicit in setting goals and expressing them
concisely and meaningfully. If the purpose of the meeting is to “discuss
the reduction of the 2005 energy consumption budget” then say so
explicitly in the memo sent out to members.
- Circulate background papers. Any reading materials relevant
to discussion should be given to each member in advance. Make sure members
know their assignments and have background materials.
- Prepare an agenda. The agenda is a simple list of
the topics to be discussed. It is important because it lets the people
know what to expect and keeps the meeting on track. The agenda provides
order and logic and gives the chairperson a means of control during the
meeting if the discussion starts to wander.
- Issue invitations selectively. If the group
gets too big, the meeting will not be productive. If everyone is expected
to participate, keep membership between 4 and 12.
- Set a time limit. A formal
meeting should have a specified amount of time. The ending time should be
announced in advance, and the agenda should require the meeting to move
along at a reasonable pace.
During the Meeting
If the chairperson
is prepared in advance, the meeting will go smoothly. Moreover, certain
techniques will bring out the best in people and make meeting even more
productive.
1. Start on time. This sounds obvious-but do not keep busy people
waiting. Starting on time has symbolic value, because it tells people that the
topic is important.
2. State the purpose -
review the agenda. The chairpersons
should start the meeting by stating the explicit purpose and clarifying what
should be accomplished by the time the meeting is over.
3. Encourage
participation. Good meetings
contain lots of discussion. If the chairperson merely wants to present one way
information to members, he or she should send a memo. A few subtle techniques
go a long way toward in creasing participation :
Ø Draw out the silent. This means saying, “Bob, what do you think of Nancy ’s idea?”
Ø Control the
talkative. Some people overdo
it and dominate the discussion. The chairperson’s job is to redirect the
discussion toward other people. One organization has a rule called NOSTUESO (No
one speaks twice until everyone speaks one).
Ø Encourage the clash
of ideas. A good meeting is
not a series of dialogues but a crosscurrent of discussion and debate. The
chairpersons guides, mediates, stimulates, and summarizes this discussion.
Ø Call on the most
senior people last. Sometimes junior people are reluctant to disagree with
senior people, so it is often best to get junior peoples ideas on the table
first. This will provide wider views and ideas.
Ø Give credit. Make sure that people who suggest ideas get the credit,
because people often make someone else’s idea their own. Giving due credit
encourages continued participation.
Ø Listen. The chairperson should not preach or engage in
one-on-one dialogue with group members. The point is to listen and to
facilitate discussion.
4. Stick to the purpose - Encouraging a free flow of idea does not mean allowing
participants to sidetrack the meeting into discussions of issues not on the
agenda. This can waste valuable time and prevent the group from reaching its
goals.
After the Meeting
The actions
following the meeting are designed to summarize and implement agreed-upon
points. Post meeting activities are set in motion by a call to action.
1. End with a call
to action. The last item of
the meeting’s agenda is to summarize
the main points and make sure everyone understands his or her
assignments.
2. Follow-up. Mail minutes of the meeting to members. Use this
memorandum to summarize the key accomplishment of the meeting, suggest schedule
for agreed-upon activities, and start the ball rolling preparation for the next
meeting.
DAILY
OPERATIONAL MEETINGS/BRIEFINGS
·
A daily operational meeting/briefing
should take place in all XXXXXXXXXXX Properties (Monday to Friday) no later
than 9am and should run for approximately 30 minutes but may be longer once a
week such as when pending items or other serious matters are discussed.
·
So as to be in line with the "hands
on" operational principals and guest assistance requirements, attention
should be given to the time of the day when this meeting should be held.
·
In case a more detailed explanation or
specific information should be required on a particular subject it should be
recommended that the General Manager call upon the relevant manager during the
day for a ‘one to one’ brief discussion rather than hold up all of the team
from their pressing duties.
·
The following topics should be addressed:
·
Daily results of Room Occupancy, Average
rate and occupancy forecast.
·
Competitor's figures comparison, yield
index and market penetration index.
·
Food & beverage results, total covers
per outlet and average check.
·
VIP arrivals for the next day.
·
Major events, banqueting functions.
·
Any guest comments for information or
action to be taken.
·
The following members should be
recommended to attend:
·
General Manager / Managing Director /
Hotel Manager. And / or
·
Deputy General Manager / Operations
Manager / Executive Assistant Manager.
·
Chief Engineer.
·
Food & Beverage Manager / Director of
Food & Beverage and/or Conference and Banqueting Manager and/or Executive
Chef.
·
Rooms Division Manager and/or Front Office
Manager and/or Guest Services Manager and/or Guest Relations manager.
·
Executive Housekeeper.
·
Sales Manager and/or Director of Sales
and/or Marketing.
EXECUTIVE COMMITTEE MEETINGS
·
A management committee meeting should be
held on a weekly or on a monthly basis.
·
Each executive should be prepared to make
a short presentation of his department achievements and future planning.
Managers should be encouraged to use presentation facilities such as overhead
projections, flip charts and "PowerPoint" Software.
·
Meetings should focus on the financial
results and relevant profit assurance actions, the sales & marketing
strategy or how to deal with a specific situation.
·
The following members should be
recommended to attend:
·
General Manager /Managing Director / Hotel
Manager
·
Assistant General Manager / Operations
Manager / Executive Assistant Manager
·
Financial Controller
·
Chief Engineer
·
Food & Beverage Manager / Director of Food & Beverage/ Conference
and
Banquet Manager
·
Rooms division Manager / Front Office
Manager /Guest Services Manager
·
Executive Housekeeper
·
Sales Manager / Director of sales and / or
Marketing
·
Human Resources Manager and / or Training
Manager
RELATIONSHIP
/ COMMUNICATION
EXECUTIVE
COMMITTEE LUNCHEON
·
It should be strongly recommended to all
General Managers to hold a monthly Executive Committee Luncheon on the last
Friday of each month. The intention being to allow building a less formal
relationship amongst the Executive Management members. This initiative can be
arranged (e.g. every quarter) to be held outside the Hotel and preferably in a
competitor's food and beverage outlet.
·
The luncheons should be an ideal occasion
to address the work relationship and work environment and the brainstorming of
special events such as; Staff Party, Excursions, Training etc.
MASTER MEETING SCHEDULE
A master
meeting schedule should be in place in all hotels and outlines all of the
formalized meetings which should take place within the hotel. On the following
page is a sample ‘master meeting schedule’.
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