 |
The unwritten and unspoken rules that surround meetings are one of the big reasons why work sucks.
|
027 |
 |
…challenge people to look carefully at how effective meetings are.
|
126 |
 |
The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting.
|
176 |
 |
During the [one-on-one] meeting, since it’s the employee’s meeting, the manager should do 10 percent of the talking and 90 percent of the listening.
|
177 |
 |
…one can either work or meet. One cannot do both at the same time.
|
241 |
 |
Too many meetings is an indication that jobs have not been defined clearly, have not been structured big enough, have not been made truly responsible.
|
424 |
 |
There are only a handful of reasons for people to get together in person, so being crystal clear about the outcomes you’re shooting for is the first step to running great meetings.
|
143 |
 |
Practice clarity and ruthless efficiency with your meetings, and people will thank you for respecting the sanctity of their time.
|
149 |
 |
Don’t blow off those meetings with yourself or let others schedule over them any more than you would a meeting with your boss.
|
116 |
 |
Those who make the most of meetings frequently spend substantially more time preparing for the meeting than in the meeting itself.
|
233 |
