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2009-03-03T12:53:00.001-05:00

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Staging A Successful Meeting - Meeting Room Check

2008-03-09T19:31:00.000-04:00

by Yvon Douran

Allow time for set-up and rehearsal and allow time between sessions to re-set meeting rooms. Book all meeting rooms in 24 hour time blocks. Verify when presenters will arrive and if they need rehearsal time before their scheduled start time.

1. Seating Plan. Are the tables and chairs arranged in the correct manner for the meeting format? Is the size of the room adequate for the number of people who will be in attendance? Are there removable walls and is the room sound proof from adjacent rooms and the foyer? Movable walls are not usually soundproof. A soundproof solution is to run two parallel air walls to create a narrow corridor between them

2. Location of additional chairs. Check that extra chairs are available and easily accessible.

3. Room Temperature Locate the room climate controls (air conditioning/heating). Start with the room cooler than usual, the room will warm-up with more people in the space and once the doors are closed.

4. Teleprompter, translation equipment and Audio-Visual Make sure that all of the equipment needed for the meeting is on-site and ready to go.( Hand-held microphone with stand, lavaliere microphones, white board with markers or projector and screen with laser pointer) Check power capability and power outlets. Are electrical outlets available for plugging in laptop computers? Is there telephone connectivity and is it needed? Internet connectivity? Wireless facility?

5. Podium with light and riser. Check to make sure that these items are available if requested by the speaker or facilitator.

6. Presentation table with water pitcher, drinking glasses, pencils and note pads.

7. Decorations that reinforce the meeting theme and color scheme. Check that all decorations conform to fire regulations.

8. Floral arrangements and plants.

9. Signage Check the location of signage – is it clear and visible?

10. Tape recorder if an audio recording is being made and operator. Depending at the length of the presentation make sure there are adequate supplies/audio tapes to accommodate.

11. Lighting e.g., over head, obscured, variable beam, spotlights, strobe lights, special effects, lights with dimmer switches

12. Position of light switches

13. Is there closed circuit TV ? Is the security adequate?

14. Radio and TV broadcasting, Videotaping?

15. Wheelchair access and space allotment on aisle Careful planning makes for flawless execution and a chance for attendees to get the most out of the sessions they attend.

by YVON DOURAN

3 Ways to Get the Most Entertaining Speaker for Your Corporate Budget

2008-03-09T19:28:00.001-04:00

While the economy has been rough all around lately, few people have experienced as many budget reductions as meeting planners. Whether it's money for travel, facilities or catering costs, the situation is the same-planners are asked to make more out of less.

Somewhere in this new sea of corporate frugality, where meeting planners are struggling to find the best bargains for all aspects of a event, lie the mysterious fees and budgets devoted to speakers, musicians, comedians and other entertainers. Finding a 'good deal' for event entertainment can be tough, particularly because there are so many subjective factors that make it hard to compare any one type of entertainer to another. When looking through bios and demo tapes, it's hard to size up respective motivational or inspiration speakers the way you might a more tangible product or service.

Even so, there are steps that event planners can take to get a great keynote speaker for fewer dollars. Below are a few tips that should help you stretch out the entertainment budget for your next corporate event:

Think Big Celebrity Names.

Big names cost big money, so you can't save money by booking big name celebrities, right? It really depends. Hiring well-known celebrity speakers costs a big chunk of cash up front, but it can also be a great way to generate a lot of positive buzz about your event-from your attendees as well as the media. Nothing quite excites people the same way as hearing a talk or having a book signed by one of their favorite TV or business personalities. Savvy event planners can take advantage of this fact by spending big bucks on a top shelf speaker and saving even more by capitalizing on free publicity instead of expensive advertising.

Of course, that strategy only works if you have an event that's large enough to benefit from the increased publicity and attendance that a big name entertainer can bring. What about those planners who have either events or budgets too small to justify the upfront costs of well-known speakers? In that case, you can still save money and get some great entertainment speakers by keeping a few things in mind: Know The Type of Entertainment Your Audience Will Appreciate. Many times, a speaker or entertainer who would not be considered or even well known within the general public can be an icon, or even a hero, to a specific group. For instance, not many people would be familiar with motivational sales speakers. But to the men and women working in his former industry, the speaker might be considered an inspirational superstar.

Keep in mind, though, that it works both ways. A business speaker who seems to be a big draw for one gender or age group doesn't always translate into a home run for another. If you aren't sure if a certain entertainer will be known throughout your audience, take a couple of minutes to find out ahead of time.

Be Specific on What Type of Speaker or Entertain You Need.

One of the greatest things about today's speakers market is that there's something for just about everyone, no matter how specific the need. If you're looking for business speakers on needlepoint techniques in a post-modern global economy-trust me, there's someone out there. So, the real trick is pinpointing exactly what type of speaker or entertainer you need for your occasion. Are you looking for a motivational keynote? A technical expert? Humorous after-dinner entertainer? The more you can answer this question, the easier your search will be. No matter what, just remember that with the thousands of speakers available, a knowledgeable, experienced speaker’s bureau can help you find someone who meets your taste and budget. You just have to be willing to follow these rules and look for a good deal.

Use a Speakers Bureau-a reputable bureau is paid by speakers, so their services won't cost you anything. Plus, with a stable of thousands or celebrities, musicians, comedians and business speakers, they can help you to find someone that meets your needs, budget and schedule. Book a Speaker As Far Ahead As Possible-remember that your speaker might have to travel a great distance to reach your event. By working months in advance you can minimize last second headaches and costs.

Ask for Condensed Demos of Speakers-your bureau can send you a few video highlights of speakers that match your needs. You can usually form a good opinion of the entertainer within a few minutes, so save time by asking for shortened demos.

Be mindful of your timing-Scheduling the best speaker in the world won't do you (or your audience) any good if the audience is tired or bored. Make sure that you schedule your speaker for a time when your audience will be receptive.

Author Info: Matthew Sherwood is an Account Executive with Brooks International Speakers Bureau. You can reach him at 303-825-8700, or at matt@brooksinternational.com.

Using Agendas to Make Your Meetings More Effective

2008-03-09T19:27:00.000-04:00

Beverly Wallace of Genzyme Genetics sent in these great tips for planning your meetings. I thank her for the tips and encourage anyone else who wants to share their ideas to email them to me.

How many times have you attended a meeting only to find it had no direction and no agenda? Meeting agendas are very important when you have a lot to cover within a limited time. They also help in keeping the "talkers" under control and on topic.

Email A Proposed Agenda

In order to make your agenda useful, first email a proposed agenda prior to the meeting. Within this email, include a request for any additional agenda items. This works in two ways. First, everyone is prepared to discuss the same topics. Second, no one feels left out of the process

Use Visual Aids to Follow Along

Once the agenda is agreed to, stick with it. Use either a white board or even a computer with a projector to keep track of the agenda as you move through it. This helps keep everyone on the same topic and keeps things moving forward.

Follow Up on the Agenda

Finally, at the close of the meeting, address each of the agenda items with the action items. These should be reviewed at the next meeting to ensure they were followed up on. After all, what is the point of the meeting if no one ever takes action?

Meetings are only as effective as the effort you put into them. Without a plan, they tend to be time wasters and eat away at the moral of your team. Plan the content of the discussions by using an agenda and you will find meetings more focused and a better use of your time.

10 Fundamentals for Effective Meetings

2008-03-09T19:25:00.000-04:00

Here are ten fundamental concepts that characterize an effective meeting.

Definition: A meeting is a business activity where select people gather to perform work that requires a team effort.

A meeting, like any business event, succeeds when it is preceded by planning, characterized by focus, governed by structure, and controlled by a budget.

Three things guarantee an unproductive meeting: poor planning, lack of appropriate process, and hostile culture. Effective leaders attend to all of these to create an effective meeting.
Effective meetings require sharing control and making commitments.

Short meetings free people to work on the essential activities that represent the core of their jobs. In contrast, long meetings prevent people from working on critical tasks such as planning, communicating, and learning.

The ultimate goals of every meeting are agreements, decisions, or solutions. Meetings held for other reasons seldom produce anything of value.

Unprepared participants will spend their time in the meeting preparing for the meeting.
It is better to spend a little time preparing for solutions than to spend a lot of time fixing problems.

Meetings are an investment of resources and time that should earn a profit.
A meeting can be led from any chair in the room. And if it's your meeting, you want it to be your chair.

IAF Certified Professional Facilitator and author Steve Kaye works with leaders who want to hold effective meeting. His innovative workshops have informed and inspired people nationwide. His facilitation produces results that people will support. Call 714-528-1300 or visit his web site for over 100 pages of valuable ideas. Sign up for his free newsletter at http://www.stevekaye.com

Planning Versus Scheduling: The Key Difference

2008-03-09T19:24:00.000-04:00

Do you know the difference between planning and scheduling? Planning is deciding WHAT needs to be done and scheduling is deciding WHEN to do it. Planning without scheduling is nothing more than listing a lot of things that never get accomplished, and you can't schedule tasks that you haven't decided to do, so the two go hand in hand.

Planning is done with a master list. The master list contains tasks, large and small, short range and long range, in no particular order. Your master list is merely a place to write down all the things you want to do "sometime". It's a general place to keep an inventory of all the things you'd like to complete so you don't have to store them all in your head. Trying to keep your master list in your head is counterproductive, and uses valuable mental energy needlessly. Write it down to get it out of your head, so you can free your mind to focus on more important things.
For scheduling, pull a task from the master list, choose the appropriate time to take action, and schedule it into your calendar. If it is a project or a long-term or complex task, break it into manageable pieces and then schedule each of the pieces into your calendar. By breaking your projects and large tasks into small chunks, you will be able to better estimate how long it will take you to finish, and you won't feel overwhelmed by the size of the task.

Planning and scheduling are both valuable habits to get into, as they keep you on track and focused on both your short term and long term goals.

Monica Ricci is the founder of Catalyst Organizing Solutions in Atlanta, GA. She speaks to groups and companies about the benefits of choosing a simpler life and how to cut the chaos. She is president of the Georgia chapter of the National Association of Professional Organizers. Contact Monica at: 770-416-6613 or Monica@CatalystOrganizing.com

9 Essentials for Selecting a Meeting Room

2008-03-09T19:23:00.001-04:00

Your meeting or event location can help make or break your success. The location you choose sets the stage and creates the right environment for the action to happen. Budget, of course, plays a major role. Using your own internal conference room saves money, but ask yourself, is it really the right place to meet? In essence, you need to think about a place that minimizes disturbances, offers comfort and convenience, meets your equipment and space needs, and projects the right image.

When it comes time to pick that right location for your meeting, pay attention to the following nine characteristics of the room or rooms you're considering and use the questions as a checklist so that you make the best possible decisions.

1. Space: Will everyone be able to fit comfortably into the room after you set up the chairs, tables, aisles, a stage, or other presentation area, and any audiovisual equipment you need? If you're a novice in this area, definitely ask for advice from your venue contact.

2. Temperature: Does the room have air conditioning or heating? What control do you have during the meeting in case body heat causes temperature to rise uncomfortably? Unfortunately, windows aren't a good substitute for air conditioning because they let in outside noises and distractions along with fresh air (which may not be so fresh). Many large facilities have temperature controls that are centrally located, and you may be hard-pressed to find a happy medium between the Artic and the Sahara in the individual meeting rooms.

3. Lighting: How much control do you have over the room lighting? Can you make the room dark enough for the audience to see images projected on a screen? Can you make it light enough for participants to take notes and not fall asleep?

Ideally, you should be able to control and dim individual lights in the meeting room. If you can't control the lighting, you can arrange to have venue management unscrew specific bulbs ahead of time to achieve the desired effect for your event. This is particularly important for bulbs that shine directly above or onto a screen and wash-out images.

4. Sight lines: Will you be unable to seat participants in any areas of the room because of a column, low ceiling, or other impediment obstructs their view? You can best glean this type of information from a site inspection. You can't rely on room specifications to give you this data. However, if a site visit isn't possible, grill your contact with specific questions so as to avoid any on-site surprises.

5. Potential distractions: What potential distractions make the room a less-than-ideal setting for your meeting? Is the air conditioning too loud? Is the room situated on a busy street? Does noisy foot traffic intrude from the hallway outside? Is the room located adjacent to the kitchen or above a general session auditorium where dress rehearsals may be taking place? Are the walls thick enough to block out distracting noises? How about the sound system - can you hear feedback from one room to another? The only way to know the answers to many of these questions is to test things out.

6. Seating and tables: Does your room have all the tables and chairs you need, or will you have to rent them? Are you required to rent them from the venue, or can you use an outside provider? If the room has any furniture that in inadequate or inappropriate for you meeting, will you have to move it out and store it? Will the venue provide this service free of charge, or is there an additional fee?

To make your life a little easier, get a copy of the blueprints for the room you are using. These will help you immensely to figure out how to arrange seating, the stage, and equipment.
Realize that if you're planning to use the same room for several presenters or meetings, you need to decide the best configuration for all the different presentations. You want to avoid the expense of having the room reconfigured for each separate meeting.

7. Rental time: Be sure you have access to the room early enough to set up and troubleshoot any unanticipated problems before the meeting begins. Build in time for audiovisual technicians, lighting specialists, chair and table suppliers, caterers, and any other service providers to do their thing before attendees arrive. You may also want to give presenters rehearsal time in the room to become familiar and comfortable with their environment, and to run through their presentations in search of potential problems, such as sight lines.

8. Room capacity: Find out about the legal capacity of the room you are renting, and do not exceed it. Also check out all emergency exits, and work them into your planning, being careful not to obstruct them with a stage or seating. Make sure that all the exits are clearly marked and illuminated.

9. Essential items: Find out in advance whether you venue provides the following essential items either free of charge or for an additional fee. Any of the items not included, provided, of course, you need them, ought to become part of your contract

Coverings for any tables you're using, such as tablecloths and/or table skirts.
Notepads and pencils.
Water and glasses for attendees.
Dishes of candy at each table.
A stage and stage props, such as a lectern, , greenery, or an American flag if it's appropriate.
Easels or sign holders and signs to direct attendees to the proper room.
Flip charts or other props for presenters.
Extension cords, power strips, and extra tables for projection equipment.
Extra lighting, should it be necessary.
Audiovisual equipment.

THE TRADESHOW COACH30 Saranac AvenueLake Placid, NY 12946Ph: 518-523-1320Fx: 518-523-8755

9 Essentials for Selecting a Meeting Room

2008-03-09T19:23:00.000-04:00

Ten Tips to Improve the Effectiveness of Your Meetings

2008-03-09T19:21:00.000-04:00

By: Patti Hathaway

1. An agenda sent out prior to a meeting is critical! List your meeting objective (i.e. the purpose for the meeting) on the agenda.

2. Write out the preparation you would like the participants to do prior to the meeting. List it as the "Pre-Meeting Preparation". Include in that list the things/items you need participants to bring to the meeting.

3. Invite only those people who can contribute to the meeting. Every person attending a meeting should be able to answer these key questions:

- What is the purpose of this meeting?

- How can I contribute?

4. Avoid "lecture meetings". Is there a more efficient way to distribute certain information instead of calling a meeting?

5. Prepare Action Item Minutes.

6. Get participants actively involved in the meeting: time keeper, leading, facilitating, etc.

7. Have participants attend only for the time they are needed.

8. Are your participants "big picture" or "detail" people? What format should be used in the project team's final report? What kind of meeting minutes will best meet the needs of your participants?

9. Start on time. Set an ending time on the meeting when scheduling the meeting. End on time.

10. Who said "Robert's Rules of Order" increases the effectiveness of meetings? Develop your own "Rules of the Road" to meet your specific group's objectives and needs.

Patti Hathaway is a Certified Speaking Professional and author of 4 books which have sold over 100,000 copies. Known as The CHANGE AGENT , she can be at 1-800-339-0973 or at her web-site: www.thechangeagent.com for information on her speaking services or to receive her free e-mail newsletter.

How to Get the Right Speaker for Your Conference

2008-03-09T19:17:00.002-04:00

Organizing a conference can be a complex task. You need to book a suitable venue, organize session times and coffee breaks, decide on a menu, check the audio-visual equipment ... the task sometimes seems endless. It's not surprising that many conference organisers leave it almost too late to add the most important ingredient - the right speaker.Speakers these days come in all shapes, sizes and areas of expertise. Name a topic, and you can find someone to speak on it.
Some speakers are good. Some are brilliant. But some, unfortunately, are not so good.

There's a good deal of money invested in the average conference to make sure it runs smoothly. Naturally, no organizer wants to fall into the trap of booking a "not-so-good" speaker who might undo all the good work.

We'll pause here for a bit of arithmetic. Let's say you have thirty delegates at a session. You may not realize it, but the cost of putting thirty people in a room just to hear a few words is surprisingly high. Try this: thirty executives at one hundred dollars per hour? Yes, three thousand dollars. Imagine then, the cost of putting three hundred in a room for an hour!

If you're spending this kind of money, or even anywhere near it, you need to make sure that you don't blow the whole thing by putting on a speaker who has the delegates nodding into their notebooks after the first three minutes.

To ensure the success of the conference you have worked so hard to put together, your speakers must have impact. Let's get one thing clear right now: the cost of a good speaker is nothing compared to the cost of failing to get the right message across to your delegates. Good speakers motivate people: they help the magic of an idea become reality.

Maybe, up until now, you've spent up big on other aspects of the conference, and economized on the speaker by having some bigwig in the company address the captive audience.
Think hard before you stick to this course. If old Fred has been saying a few words for the past ten years, for a nominal sum (or nothing), to a team who listens out of respect, laziness or loyalty - you might as well burn the money and be done with it. Give speeches miss entirely; install a pool table. Why ask your audience to listen to a speech with no impact?

Impact. Its importance cannot be overrated. Long after the conference is over, people won't remember whether the coffee was hot or cold. But they will remember the message of a speaker with impact.

When choosing a speaker, you need to take into consideration:

- The conference theme/session topic.

- The length of speaking time allocated.

- The time of the presentation.

- The style of the presentation.

- Information about the speaker.

The Topic

One speaker cannot be all things to all people. As the client, you must select the best speaker for your conference theme. If, for instance, the session is about how to increase sales, you've got to restrict your list of possible speakers to those who have the right experience. It is essential that you have a clear objective in mind for the session. Is it your intention that the speaker should be motivational or entertaining? Or is it more important that he or she be able to transmit technical information in a clear an interesting way?

Once you've decided the session time and have committed to the topic, start the process of selecting speakers according to how well they can address your needs. Make sure you give the speaker a strong brief well in advance - perhaps one-to-one over a cup of coffee.

Length of Speaking Time

When you are organizing a conference, keep in mind that people get bored easily. It's essential that you maintain the pace of the session to stop that boredom from setting in. Rarely will you find a speaker talking for longer than sixty minutes. (Rarely will you find an audience who can bear to sit and listen for much longer than that!). If there are no audio-visuals, cut the time to forty-five minutes.

A speaker who runs over time can throw your whole seminar into chaos. To make sure this doesn't happen, lay it on the line right from the start. It is a good idea to hold an introductory session before a conference, and lay down firm ground rules to the session leaders. The rule should be: Start on time, finish on time. Arrange to give your speakers a three-minute warning signal, then a "stop speaking" signal.

The time of speaking

Is the speech to be given in the morning or the afternoon? Keep in mind that your audience can concentrate better in the morning, and sit through longer speeches.

How is the message going to be delivered? Is it going to be a straightforward speech from the podium or might delegates get more out of an audience participation session?

There are several aspects you need to consider when deciding which speakers should be on at which times:

- Speeches containing more technical or challenging material should be on in the morning session.

- Speeches should be shorter as the day progresses. Panels of speakers work well in afternoon sessions, when the attention of the audience is better kept with frequent changes (of activities as well as speakers).

Style and Presentation

You can't always control who will be giving the speeches, particularly in regard to more technical material. It's hard to avoid the odd drone. But, whenever possible, book talented, interesting people so the delegates will leave with an overall impression that the conference was worth coming to.

Your choice of speaker will range from talking heads to those who like total audience participation. You might hear of one speaker who talks a lot and uses only a few slides, and another who relies on talking visuals with only occasional input from herself.

Of course, if you have a big budget, there's limit to what you can do. The budget determines the production (remember Gone With the Wind?) but even with only a little money, there's a lot you can do. The less money you have, the more careful you have to be.

Information About the Speaker

When you're booking speakers, make sure you check the following things:

- Their area of expertise.

- Their presentation style.

- Their track record.

- Their attitudes and values.

Area of Expertise

We have already spoken about the necessity for choosing the right speaker to suit the conference theme and the topic of the session. Take care to choose a speaker whose area of expertise dovetails with the information you want to get across to the conference delegates.

Presentation Style

What effect do you want for a particular session? A light and breezy approach? Inspirational? Witty? Someone who can make difficult and technical concepts clear and interesting?Look at the session time, look at the projected speech length, look at the conference theme. Then, make your choice. Remember it's essential to choose someone who will have the right impact. The best speakers have strong, relevant content wrapped in a great presentation style.

Track Record

Just because a speaker's the new kid on the block doesn't mean that he or she won't deliver the goods. To get the best out of a speaker, you should always try to get references from three people who have used him or her in similar circumstances. Ask prospective speakers to give you the names and addresses of other people who have booked them.

If you're taking a punt on a new speaker, and you haven't been able to get any feedback from other conference organizers, try that person out in a short speech session.

Don't be tempted to spend money on a speaker with a "so-so" reputation. And book early enough to get the most suitable person, not "the-only-one-left-who'll-have-to-do".

Attitudes and Values

Try to ensure that your speakers' attitudes and values mirror those of most of the delegates - and especially the values of the company. If you're espousing ethical business procedures and restraint, it's not a good idea to choose a speaker who's renowned for being a shark. The speakers chosen should be known for attitudes which reflect the conference theme.

Doug Malouf delivers results in the areas of Sales, Customer Service, Management Development and Communication Skills. He is a unique keynote speaker and is universally acknowledged as one of the most involving and imaginative trainers in the world. www.dougspeak.com

Are Your Meetings MINM or JAM?

2008-03-09T19:15:00.000-04:00

When people come to your meetings, do they say "this is a meeting I never miss" ( MINM) or do they say "this is just another meeting." (JAM)

Unproductive meetings gobble up an estimated 20% of corporate payrolls, throwing away $420 billion a year. American business people engage in an estimated 11 million meetings every workday. The average American executive spends 17 hours a week in meetings and more than 6 hours preparing. At an average salary of $45,000, more than $18,000 per executive is spent in meetings.

Before you call another meeting, ask yourself: - what's the outcome I want from this meeting? The more people know what "deliverables" should come from the meeting, the more focus you can bring to the conversations. - is there a more effective way of getting the results without a meeting? - who REALLY needs to be involved? - when is the optimum time to have it and what time limit shall I set?

Sounds silly, but agendas make a huge difference. And forget 'old business". Who ever got excited about starting a meeting with "old business"! If it has relevancy to current situations, it is not "old"-it is pressing business.The skills of running an effective meeting can easily be learned. These skills involve gatekeeping (i.e. making sure that one person does not monopolize the meeting), summarizing the points, calling for a decisions, establishing protocols, and keeping discussion on track.

However, there are times when one needs someone else to conduct a meeting. The more emotion that is connected to a meeting, the more complex the issues, the more it behooves you to consider using a facilitator. A wise facilitator creates a setting that makes it "safe" for people to speak their truth. A facilitator creates a process around whatever is the desired outcome of the meeting and can hold people to the task.

When I have been brought in to facilitate, I make it a practice of interviewing the participants beforehand and creating a composite of the various "common threads" of concern. In this fashion, no one person is singled out and the meeting can get down to the important elements.
Likewise, as an external facilitator, I have no political agenda or job security hanging in the balance. Thus, it frees me to focus totally on helping the participants reach their outcome. Time is the most precious commodity we have. Time-wasting meetings constitute the greatest theft of all. Conduct them well and judiciously and you'll hear people say, "We've got to START meeting like this!".

Eileen McDargh, CSP, CPAE, is an international speaker, author, and seminar leader. Her book "Work for a Living and Still Be Free to Live" is also the title of one of her most popular and upbeat programs on Work/Life Balance. For more information on Eileen and her presentations, please call 949-496-8640 or visit her web site at http://www.eileenmcdargh.com.

Problem Solving Success Tips

2008-03-09T19:14:00.000-04:00

By: Jeanne Sawyer

The ability to solve complicated problems quickly is more important than ever in today's slowing economy. From the time we're little kids, we're taught to solve problems by trial and error.
That's fine if the problem is as simple as a burned out light bulb. When the problem is a muddle of business, technical and political problems, we need something that helps us untangle the mess. Unless you're Harry Potter, treating a mess like a burned out light bulb is as effective as wishing for magic. Fortunately, there are alternatives to magic.

Many key concepts in problem solving seem obvious but are often overlooked, causing delays and frustration in getting important problems solved.

Here are some tips and reminders that will help you solve messy problems quickly and easily.
- Define the problem first. Explain what the problem is-what went wrong, what are the symptoms, what is the impact on your business. Write it down. Everyone who reads it should understand what the problem is and why it's important. Caution: describe the problem, not what you will do to fix it.

- Use your time for problems that are truly important. Just because a problem is there doesn't mean you have to solve it. If you ask, "what will happen if I don't solve this problem?" and the answer is, "not much," then turn your attention to something more important.

- Test your assumptions about everything. Check the facts first. Be sure that you and your team understand the problem the same way, and that you have data to confirm that the problem is important. Test the assumptions about proposed solutions to improve the chances your solution will actually solve the problem.

- Measure. The key question to answer is, "How will you know when the problem is solved?" If you don't measure, you won't know for sure. Use measurements to learn and portray the truth-the real truth, not what you wish were true.

- Measure the right things. A common measurement trap is to measure something because it's "interesting." If knowing a measurement won't change anything (e.g., help you make a decision, verify an assumption or prove the problem is solved), then don't waste your time measuring it.

- Use your project management skills. Solving a big problem is a project: you're far more likely to solve it successfully if you treat it like one. That means you'll need to identify tasks, make and adjust assignments, and keep track of what is due when. Be sure to get appropriate management support for your project.

- Look for solution owners rather than problem owners. Everyone participating in the situation owns the problem, like it or not-and nobody likes it. Avoid the finger-pointing trap by looking for solution owners, i.e., the people who can do something to help solve the problem. Helping with a solution is much more fun than being blamed for a problem, so you're more likely to get the response you need.

(C) 2001 Jeanne Sawyer. Reprinted with permission of the author. Jeanne saves her clients money and keeps them off the front pages. Check out her website at http://www.sawyerpartnership.com.

The Power of Planning Ahead

2008-03-09T19:13:00.000-04:00

By Jan Jasper

People suffer needlessly by postponing tasks until the last minute. A lot of tasks we race to finish at the 11th hour could be completed with ease if started early enough.

You don't feel the need to start doing your taxes in January-what's the hurry? There's still plenty of time. February and March pass, still no action. By April you spring into a whirl of anxious activity. You scramble to obtain the correct forms. You frantically start gathering your receipts, but because there isn't enough time to find all of them, you miss out on legitimate deductions. You may even be forced to do it all yourself because every CPA is booked. What was unpleasant to begin with has become a much worse ordeal due to procrastination.

Don't Procrastinate -- Plan!

The solution is to do do things before they need to be done. Make the most important task your first task of the week. Then, no matter what problems arise later, the most important thing got done. Also remember that things often take longer than we expect. If a report is due next week, schedule time a few days in advance to prepare it. This way, if more time is needed, you've got it.

We know that working up to the last minute before leaving for the airport is not worth the risk of missing your plane, so we leave for the airport early. The same principle can be applied in other areas. Call the pharmacy to have that prescription refilled before the last pill is gone. Buy an extra battery for your cell phone before it goes dead. Take your clothes in for dry cleaning before every single suit you own is dirty. Whether it's your office printer, your teeth, or your car, taking care of problems as soon as they begin to surface will save you time, money, and anxiety. If you make this a habit you'll be amazed at how much easier life is.

Schedule Appointments With Yourself

You feel some pressure to go in for a check up if your car's making funny noises or you have a toothache. But how about projects with long-term benefits but no immediate pressure? These are the hardest things to start and stay motivated on. The solution is to set arbitrary deadlines, then schedule appointments with yourself to work towards them. That's right, make an appointment with yourself and enter it in your appointment book or software! Then, if someone tries to infringe on this timeslot, say "Sorry, I have a previous commitment." You don't have to tell them that your "previous commitment" is to spend 3 hours quietly working on your new marketing plan.

Appointments also are useful for personal things you keep not getting around to, like exercising or calling your dear friend who moved to another city. You may end up doing it at noon on Friday instead of 3 pm on Wednesday, but if you don't enter it into your schedule, you won't get it done at all!

Jan Jasper has been training busy people to work smarter, not harder, since 1988. She helps clients streamline their procedures, use technology efficiently, and manage task & information overload. Jan is the author of TAKE BACK YOUR TIME: HOW TO REGAIN CONTROL OF WORK, INFORMATION, & TECHNOLOGY (St. Martin's Press). Contact her at www.janjasper.com.

How to Identify Fixers, Bullies, Avoiders and Schmoozers

2008-03-09T19:12:00.000-04:00

By: Harry Dennis

I want to thank Morris R. Schectman, a brilliant international change-management consultant, for the content of this month's column. He has been identified as one of the most influential thinkers of this generation. This man is truly "out of the box." Want to try him on for size?
Each of us has acquired amazingly strong and sustaining drives from our childhoods that makes us act in certain ways throughout our entire lives. These are the "familiars." Whether associated with positive or negative consequences, if it is familiar, we'll go for it first before we tackle the unknown and the unfamiliar.

You are probably asking yourself how this applies to a business environment. Well, our "familiar" is who we are. It's the one definable security that people have in an increasingly insecure world.

For example, suppose you have a manager who wants to make people happy, so intensely so, that he or she becomes irritable at the slightest distraction. Or how about the CEO with an obsessive need for struggle and misery, so whenever things are going well he needs to disrupt something?

There are really four types of "familiars" common to the workplace: The Fixer, The Bully, The Avoider, and The Schmoozer. See if you can relate to them.

The FixerTheir familiar is working on causes that appear to be lost and feeling that they tried their very best, but still couldn't do much. Usually, they are asked to try and change people that no one else has had much success with.

Morrie tells the story of Carol, a human resource specialist in a high-tech company, who is sent all over the world working with highly problematic and difficult general managers. These people were made GM's because of their technical skills, but their people skills were sorely lacking.
Unfortunately, Carol is trapped. She does her job well and, as a result, is too valuable to promote. In other words, Carol the excellent "basket case" fixer will probably remain in this role indefinitely-unless she decides to pursue the unfamiliar. Carol must be willing to recognize her quandary, approach her boss and ask for a change.

The AvoiderAvoiders, on the other hand, think they are responsible for everyone else's happiness. In difficult people situations, they have a tough time making the call for some form of direct confrontation.

The BullyBullies beat people up emotionally and physically. Often, they had difficult childhoods, where fear of abandonment issues prevailed. As a result, they reproduce these feelings in the workplace through the use of intimidation and temper tantrums. Bullies need to be managed with "fierce conversation." Only then will they realize that the intensity of their workplace responses is out of proportion.

The SchmoozerSchmoozers create the illusion that they are operating in the perfect world. They pretend that everything is going great. Others around them sense a profound lack of sincerity. The Schmoozer grew up with at least one depressed parent who prevented him or her from enjoying any real happiness. Hence, in the workplace, they fall back on their "familiar", pretending to be on top of the world, while actually feeling like a victim.

What can you do if you feel trapped in one of those four "familiar" archetypes? If you are a manager, would you be willing to share these suggestions with a troubled but otherwise productive employee who might personally benefit from Shechtman's advice? Likewise, if you were an employee, would you share these thoughts with a manager experiencing any or all of these symptoms? Schectman specifically outlines six steps to move into "unfamiliar" and significantly healthier territory:

1. Identify repetitive feelings. There are five feelings that can become repetitive: hurt/pain, joy, fear, sadness, and grief/loss. Dig behind secondary emotions like anger or frustration to discover which of these five feelings are restricting you.

2. Trace the feelings back in time. Start with a recent occurrence that generated a "familiar" feeling and work backwards with it. Recurring feelings usually began very early in our childhood experiences.

3. Express your feelings without blame or forgiveness. The key is to articulate a feeling that has been dormant for years. Techniques for doing this include writing a letter that you never send, visiting a cemetery alone, writing something in a personal journal every day, or sharing your feelings with a significant other.

4. Allow yourself the right to experience sadness and anger. Do this reflectively by thinking of situations that engendered both emotions. Then recreate alternative outcomes for these situations. Make these alternatives your new "familiars."

5. Take increasing risks to break the hold of the "familiar." No one changes overnight. Moving away from our comfortable "familiars," especially in the workplace, requires small increments of change. This is the process of creating new responses to "the same old stuff."

6. Create a new "familiar" that redirects your energy. If someone ever says to you, "it's none of your business," and you reply, "thank you," then you have broken the sound barrier of the "new familiars." And if you don't at all agonize over their remark, you have truly arrived in this new place.

A New Frontier: Creating personal transformations that lead to success.
Copyright 2000, used with permission by the author. Harry S. Dennis III is the president of The Executive Committee in Wisconsin and Michigan. TEC is a professional development group for CEOs, presidents and business owners. He can be reached at 262-821-3340 or at hikduke@aol.com.

Ten Secrets of Super Successful Meeting Planners

2008-03-09T19:10:00.000-04:00

Whoever said that being a meeting planner was easy, lied! Rather, it should be classified under the tough and demanding job category. But, along with being tough, it's also fun, exciting, exhilarating, stimulating, and never, never boring. You have the opportunity to go to exotic places, stay in luxurious hotels, and experience life from a totally different angle. Who could ask for anything more? For those of you ready to shoot me at this point, know that I fully understand your pain!

The purpose of this article is to look at ten skills that help make a super successful meeting planner, and how you can take this expertise and use it to enhance the great job you're already doing.

1. Planning and organizing The most common reason shows go wrong lies in the simple fact that not enough time is devoted to adequate planning and preparation. And, many of those shows that are believed to have been successful, are often more by chance than through actual organization. Super successful meeting planners have both a strategic exhibit marketing and tactical plan of action. They then use the following five basic questions as their foundation before making any arrangements:

Where does this meeting fit into our corporate marketing strategy?

Why are we meeting?

What is the purpose of the meeting?

Who should attend the meeting?

What is our budget?

2. Taking care of details So much of putting a meeting together means taking care of the details, and there are usually more of these than you care to think about. Being detail- oriented is a definite plus. The key to so much of an meeting planner's success is having a system that works. Creating checklists is one of the best I know. With the hundreds of pieces that make up the meeting puzzle, the only way to put them together and keep tabs on all the details, is with a checklist. Become a checklist fanatic and consider having a checklist for each checklist. I'm getting dizzy just thinking about it.

3. Practicing savvy marketing A significant part of a successful meeting planner's role involves developing a pre-, at- and post-event plan. Most meeting planners fail to have a plan that encompasses all three areas. Budget is naturally going to play a major role in deciding what and how much promotional activity is possible. Super successful meeting planners know the importance of developing a meaningful theme or message that ties into their strategic marketing plan, and that will guide their promotional decisions. They know and understand their target audience and plan different promotional programs aimed at the different groups they are interested in attracting.

4. Being a team player Super successful meeting planners know exactly how to work together as a team, helping each other out whenever and wherever necessary. They help everyone get acquainted, develop a level of trust, and familiarize and understand each other's strengths. They know what it takes to create an environment of camaraderie where the staff, as a whole pulls out all the stops to succeed and set themselves apart from the competition.

5. Knowing how to manage time Super successful meeting planners have mastered the art of managing their time. They are well organized and have essential information at their fingertips, which means that their work environment is orderly and efficient. They know their priorities, don't over commit themselves, and can differentiate between important and urgent tasks. They are superb delegators and are not afraid to ask for help whenever they need it. And, finally, they don't procrastinate; on the contrary, they practice the "do it now" habit.

6. Negotiating skillfully Skillful and savvy negotiators know exactly what they want. They spend time doing their research so that they know as much as possible about their opponent. They are prepared with strategies and tactics, questions and possible concessions. They are masters at finding alternative ways of talking about, reacting to and solving problems. They use their talents of intuition, flexibility and concern for others to reach an agreement where both sides win. They look to create a feeling of cooperation to build a mutually beneficial working environment.

7. Applying a positive attitude Research successful people and you'll find that having a positive, "can do" attitude ranks high on their list of characteristics. Not only are they positive and upbeat, they surround themselves with naturally positive and successful people. Give it a try and see it their attitude rubs off on you. When you focus on what you can do versus what you can't do, expect to find solutions to your various challenges. Try changing your vocabulary to reflect your optimistic thoughts and feelings, and see what happens. People find you more attractive and want to be around you, especially when you focus and direct your conversation onto the outcomes they want.

8. Evaluating results Any master continuously looks to improve on their performance, and a super successful meeting planner is no different. Create a system to evaluate your results. Ask booth visitors and your for their feedback. Find out what they liked about your booth and general show participation, and what would they like to see improved. In addition, ask yourself what you thought went well and what you would do differently if you had to organize this show again. Chronicle all your data and keep accurate records so that you can refer to them the next time around.

9. Being a perpetual learner We live in an information age and are surrounded by more stuff than we can possibly cope with. However, successful people love it, as they are perpetual learners. They know the pitfalls of relying on what worked in the past as a guide to what will work in the future. That's why they constantly look for new and improved ways of doing things, learning from the masters and staying open and willing to try different approaches.

10. Keeping a sense of humor If you don't laugh you cry and in the exhibit industry there's no lack of situations where it's easy to shed a tear. Keeping a sense of humor will definitely help prevent you getting mad, angry and frustrated with those incompetent and disorganized suppliers. Learn to laugh at their mistakes as well as your own to keep a saner perspective on life. If nothing else, remember that laughing is good for your health and will help reduce your stress and blood pressure levels.

THE TRADESHOW COACH30 Saranac AvenueLake Placid, NY 12946Ph: 518-523-1320Fx: 518-523-8755susan@thetradeshowcoach.com

Tips for Powerful Negotiating

2008-03-09T19:05:00.000-04:00

Rather than offer a typical textbook primer on the topic of negotiations, I will rely upon the multi- faceted experiences of our TEC members who have negotiated everything from union and employment contracts to the sale of their businesses.

There are some well-traveled rules of the road that, if followed, will help you avoid the peril of negotiation potholes. First, during a negotiation, discipline yourself to ask "what" rather than "why" type questions. The latter always provoke an emotional response, something that you want to avoidlike the flu during a negotiation episode.

Second, keep in mind that in any negotiation, there is always a better "deal" than was apparent at the outset. This requires patience and flexibility on your part. It requires thinking about how to "enlarge" the pie, rather than "divide" the pie.

Third, a good negotiation experience begins with education, then negotiation and concludes with agreement. You can't do it the other way around, but that's typically the approach taken. The Florida vote count is a case in point. The two parties each held steadfastly to their position as winners, andthen educated the media regarding their respective interpretation of appropriate legal mandates. All this did was to polarize the opposition and lead to new attempts to educate.
Fourth, the most important tool you have available to you in a negotiation is the use of questioning, and to the extent that you can make this personal-about you-it's even better. Why? Because as your opponent responds, if they disagree, they will have to reject you. Most of us don't relish rejectinganother person, but have little difficulty rejecting ideas or "issues."
Fifth, obey these rules of negotiation strategy:

The person who speaks first sets the tone for the negotiations. The person who asks the most questions determines the content and direction of the negotiations. Never argue. People always do things in negotiations for their reasons, not yours. The party that listens the most is, by far, the best negotiator.

Here's a fact. Most negotiations that fail do so because of negative emotions and ego. How can you prevent going there? Well, a practical rule of thumb (teachers know this by heart) is to spend at least three hours preparing for each real hour in negotiations. In other words, if you can stateyour opponent's position more clearly than they can, you are on your way to winning the negotiation.

Other negotiation tidbits, in no certain order:

Focus on what's right, not who's right. Talk facts.

" Dumb" is smart (i.e. "hello," sorry I'm slow).

Never negotiate with yourself. Let time work on your side-don't be pushed by time.

Remember, if you don't do anything, you sweeten the pot.

There are three major conditions surrounding most negotiations that can be anticipated in advance. First, it is important to recognize that terms can vary all over the board. Second, negotiations are always around a perceived scarce resource (i.e., is this to or against your advantage?). And third,keep in mind that each party has more to gain by negotiating than by not doing so.

Finally, let me put my old, dusty psychological hat. People throw out "anchors" during a negotiation. These are invisible points in space so to speak. These points deal with assumptions being made, perceptions at the moment, and so on. They are things to hang onto, whether realistic or not. If yousense an anchor, you can disarm it by gently breaking it free. In short, get real human, and this usually works to break an anchoring stalemate.

Let me conclude by summarizing the three major conceptual tools you have to work with before a negotiation and going through one. First, information (the 3 to 1 rule). Second, time. And third, the climate you establish and maintain during the negotiation process.

I love the old story about a guy who was robbing someone at gunpoint in the middle of a downtown parking lot." He said, "Mister, I have a gun pointing at you in my pocket and I know you don't have one in your pocket pointing at me. Mister, I have 5 seconds to complete this transaction and I know you are on my time right now. And Mister, if you don't hand over your wallet right now, I can't guarantee you that you will have an opportunity to negotiate about anything again."

Copyright 2001, article used with permission of the author. Harry S. Dennis III is the president of The Executive Committee in Wisconsin and Michigan. TEC is a professional development group for CEOs, presidents and business owners. He can be reached at 262-821-3340 or at hikduke@aol.com.

How to Negotiate Effectively

2008-03-09T12:21:00.000-04:00

Negotiation is a fact of life. Little children learn about it early. You did, too. Were you effective? Are you now? Do you want to improve your abilities? Feel better about both the outcome and yourself when negotiating? You can.

Effective negotiation is not a contest of wills to determine who has the most power. It is not a game in which each party seeks to best the other. No contest. No games. But, there are rules! Rules that make the dialogue respectful and the outcomes fair.

In Getting to Yes, Negotiating Agreement Without Giving In, Roger Fisher and William Ury of the Harvard Negotiation Project tell us that there are four main keys to successful negotiation:

1. People - Separate the people from the issues. There is no need to personalize the issues with remarks about the person on the other side of the table. Stick to the issues. Recognize that there is emotion and investment on both sides and be prepared to listen well. You know what Steven Covey says, 'Seek first to understand, then, to be understood'. Be soft on people and hard on issues. This way you can keep the relationship AND a mutually satisfying outcome.

2. Interests -Focus on the interests of the other, rather than the position. Behind each position lies compatible as well as conflicting interests. For example, when negotiating a raise, a wise person acknowledges that the interests of the company are to be progressive while making a profit. The wise boss acknowledges the interests of the employee to accelerate on his/her career path while making a contribution to the company and supporting his/her lifestyle or family. Negotiations do not take place in a vacuum. Each person has a real life going on, with real needs and interests.

3. Options - Work with the other party to generate a variety of options from which to create a solution. Brainstorm possibilities without judgment or comment. You'd be surprised how many good ideas can surface when this is allowed to occur. Make no decisions until you've exhausted your list of possibilities. Then, look for areas of agreement. Where are your interests shared? Where are the interests a good fit? Explore options that are of low cost to you and high value to the other party and vice versa.

4. Criteria - It is imperative to negotiate within mutually agreed-upon standards of fairness. Otherwise, negotiating can turn to street-fighting! These criteria may range from current market value to procedures for resolving conflict. They will allow you to create an equitable solution while keeping your relationship intact. Want proof? Try it at home!

Negotiating fairly builds trust. Demonstrations of power erode it. Before beginning to negotiate decide on the ground rules and stick to them. You are setting the standard for future conversations as well. Remember, you teach people how to treat you in two ways: you know, set and enforce your boundaries, and, you demonstrate your values in the ways you treat others.
Bargaining and maintaining strong positions are best left for those fun holiday moments when you do not really care whether or not the street vendor sells you that black velvet painting. In the business world, those tactics may bring you short-term results, however, the long-term damage to the relationships involved may be irreparable. Remember, wherever there is a winner, there must be a loser. Hard-nosed bargaining usually leaves both sides exhausted, resentful and dissatisfied. You may know this from bitter experience. You'll especially relate to this if you were on the losing end!

Before entering into a dialogue of negotiation, be clear about the outcome you prefer. Be able to express this preference well with supporting statements that will make sense to your partner. Be prepared to listen more, or, at least, as much as you speak. Listen for common interests and possible options. Know what you are willing to give as well as what you would like to receive.
When you are focused this way, you will get more of what you want more often while winning friends and influencing people. What a compelling reason for integrating the rules into your next negotiation!

Rhoberta Shaler, PhD -- Keynote Speaker, Consultant, Trainer -- Improving Workplace Relationships, Building & Strengthening Teams, Managing Conflict & Anger -- www.SpeakingAboutWork.com.

The Most Powerful Negotiation Weapon

2008-03-09T12:18:00.000-04:00

One negotiating tool is so powerful that a thorough understanding of its use can catapult your negotiating skill and success to the top. Using it can transform mediocre results into unqualified successes. So few people use it effectively, it is unlikely your customer or supplier will recognize it or use it against you. Although the skill takes some effort, practice and is not a natural one for most people, you can learn to use it in just a few hours. Unfortunately, there are few, if any, formal courses of instruction in colleges or management training curriculums for this skill. As essential as it is, you must learn it and practice it yourself.

The Weapon

The powerful negotiating weapon is the skill of listening. "That's all," you say, "just listening?" Yes, but look what it can do for you. Listening intently to the person you are negotiating with can: 1) reveal their true interests; 2) give you the alternatives you need to offer them to close the deal; 3) provide feedback on what you have presented or offered so far; 4) tell you what else you can ask for; 5) let you know what the competition is doing; 6) reinforce the personal relationship with the person you are negotiating with; 7) let you confirm the other party's understanding of your side; 8) make the other person feel good about the deal; 9) let you control the negotiation; 10) build credibility. All this and more-just from listening.

Power: The Ammunition

We all know knowledge is power. Having power on your side in a negotiation can make the difference whether you get what you want. How else can you get so much information from those who negotiate with you? Can you get the data you need any easier? It would take weeks, months or even years of research or investigation to uncover the facts-facts you need-that you can grasp in a few minutes of listening. Not only do you get the information you need, you get it quickly and economically. Let's look at what you need and how you get it.

What You Need: Loading the Weapon

Following the Target Negotiation system (where you prepare, ask for what you want and trade-off concessions), you need to know as much, or more, about the business alternatives of the other side as your own. Never assume their choices or needs are the same as yours. Or, that they value the same benefits as you do.

Specifically, you should identify the real reasons the other side wants to make a deal-not just what they say, but their underlying wants. Most people you negotiate with don't always start negotiations by revealing the issues they consider critical. Besides their business and financial wants, you must discover their personal needs. Are they looking for recognition, understanding, or do they just want someone to listen to them?

Without knowing their business, financial and personal wants and needs, you will be unprepared to negotiate. You will not be able to suggest mutually beneficial solutions, nor be able to offer the right benefits. You may try to, as the expression goes, sell them oranges when they want apples.
You also will want to know which concessions to ask for and which you can offer that will work. Having this information will give you the edge you need-power to negotiate-to get what you want.

How You Get It: Firing the Weapon

Having the most powerful weapon on the battlefield is of no value if you don't know how to load it or use it. To use your listening skills and, for that matter, your speaking skills, to your advantage, the first rule is to listen. Keep quiet long enough for the other person to talk about their business. You don't learn anything when you are talking. Ask open-ended questions (ones that cannot be answered by a yes or no) about the persons' business. You may want to ask about new products or services, plans or current problems. When the other person answers, encourage them to expand their answer. Inquire, "How is that going to work?" Or add, "What else are you looking for or planning?" The harmless request "Tell me more..." also encourages them to share their thoughts with you. Once started, most people like to talk about their business, their job, or themselves. Remember, that is what they are thinking about most of the time.

What will surprise you is how much people will tell you, if you have the patience to listen. Keep the conversation focused on them. Incidentally, when you need to describe any benefits of doing business with you or your company, do so in terms of what the other person receives, not what you get. For example, don't say, "This contract is the biggest one our company has." Instead you might share the fact that "your company is getting the lowest unit cost we offer."

Besides talking about business issues you have two other procedures to follow to use the listening weapon. Listen for personal needs and for the type of communication the person prefers. Personal needs may include recognition ("my boss will really notice me if this deal closes"), security ("my job will be protected if I get the best price") or esteem ("the other people in my department will appreciate what I got for them"). You need to fill the personal needs the other side has, as well as the business requirements.

They may favor different communication styles. You may encounter a person who just wants the cold, hard facts, to one who wants to "feel" they have the best deal, to one who wants to "see" how the deal works. Use the means of communication they seek to close the deal. For example, if they want to see how it will work, show them charts, graphs, pictures and other visual evidence of the benefits they will receive. Listening for what is important to your customer or supplier is the best way, and the easiest way, to prepare for your negotiation. Offer them what they are looking for--not what you think they need. Use the same approach to find your best method of communication.

Double Hit

You will hit the target twice with one shot if you use the listening weapon properly. You will know what to offer and how to present the offer, but you also get a bonus. By listening and having the other person know you are listening, you will build the personal relationship necessary to keep communications as effective as possible.

Let them know you are listening by occasionally asking, "Let me see if I understand you correctly," and then repeat your version of what they told you. This confirmation process proves: 1) you listened to them and 2) you really do know what they want. Knowing that you listened to them builds their trust and your credibility. So, the relationship prospers.

Avoid Backfires

Be careful of backfires. Just as the listening weapon will ensure your victory, it can also, when used more effectively by the other side than by you, ensure they will gain the most power. When you are negotiating or meeting anytime, be careful you don't reveal that you "have to close this deal in two weeks or lose $1.5 million in guarantees," or that you have to "finish by 5 PM to catch a plane," or other confidential information that will give the other side the advantage. Make sure your technical and administrative people don't speak too freely, either. The weapon shoots wherever you point it. Don't let it backfire on you.

Now you know what the most powerful weapon is and how to use it. While your competition attempts to hammer home their ideas of what your customer or supplier wants, you can glide through the deal and close it. Listen and win.

"Deal-Maker" Bernard Zick, a top Business Growth Expert, has spoken to over 250,000 top leaders in America. His expertise is widely recognized, and he is considered a master negotiator. You can contact "Deal-Maker" Zick at www.zick.com. His best-selling book is The Negotiating Paradox by Skyward Publishing--www.skywardpublishing.com.

How to Create a Seminar from Scratch

2008-03-09T12:16:00.000-04:00

1. Create your seminar intuitively:

A topic title was assigned to me by the meeting planner. It was within my field of expertise. And I had no seminar outline that would fit this group. So, I had to work from scratch.

Relying on my understanding of the meeting planner's intentions, I mused, entered a reverie-like state, and dreamed about designing a knock their socks off program. Came out of the dream state gazing at my research library, pulled out this book and that one, started fashioning a framework.

Enraptured by the concept that was coming into being I turned to my research files, was drawn to various folders that, sure enough, held meaningful data. Furiously fleshing out the seminar I wiped off the perspiration, paused, closed my eyes, returned to a reverie state . . . and breathed.
Stories and illustrations started coming to me, point-provers I scrawled in where they were needed. My desk was a sea of paper now. Finally I keyed in my notes, drafted the Learning Guide and found myself with a new seminar I could sell (in generic form) again and again. And . . . it all started with the state.

First I had the dream. Then the dream had me. Hooked, I had to complete the design of the seminar. It took slightly over 2 weeks of intensive activity to develop a new 3-hour seminar. That is the exact process as I lived it . . . and you can do it, too.

2. Communicate authentically:

What you are, sir, speaks so loudly that I can hardly hear what you say. (Emerson)
Your essential seminar communication is your essence. It is your unwritten message for your world, for the universe of lives you touch. Why did everyone love Rosita Perez? Before she said a word audiences saw her glow. They felt the love she radiated. That was her essence. What is yours?

Some speakers are masterful technicians. They know their topic inside out, backward and forward. They can answer just about any question on their specialty. It stops there. There are no core values. There is no soul, no ethos.

Years ago there was a great platform performer/Broadway actor. He played lead roles in 2 classics I saw. These shows delighted audiences for years. He had a grand voice. Impressive bearing. Superb timing. He was a masterful technician. Yet, and this is the tragic part, he had no life outside the platform.

Today, by his own arrangement, Zero Mostel is buried in an unmarked grave in a New York borough. Why do I report this? To share this view with you: We who are privileged to stand before audiences are to be more than fine technicians. More than experts at our art form. Aware of our impact, of the accountability that goes with that impact, accountability that follows us as surely as the shadow follows the form, we are to be models of what we advocate.

We are to share more than our expertise and our stories. We are to share our essence, our state of being, our true Selves. We are to touch the core of each person present. To leave them with a vivid and positive experience they can never forget. An experience of a subliminal message, an unspoken message, a wordless communication.

You see, people rarely show up to get your information. They come to experience you.

© Burt Dubin. Burt Dubin is author of "The Speaking Success System," an unusually effective mentoring program to help speakers reach their career goals faster. Get your complimentary 7 part e-course on how to succeed faster as a paid speaker plus Burt’s Speaking Biz Strategies Letter at: <http://www.burtdubin.com/bonus.html> Contact Burt at: (928) 753-7546 or 1-800-321-1225 Fax:(928) 753-7554 e-mail Burt at: burtdubin@citlink.net

Become an Effective Meeting Leader

2008-03-09T12:09:00.001-04:00

We have all attended meetings that were boring, mindless, and profoundly ineffective. Yet, we do not have to just sit and stew in them. Rather, as a participant, and certainly as a leader, we can impact meetings to be more focused, creative and productive. You've set the stage for an effective meeting with a clear and goal oriented agenda. Now it's time to get down to the business of running the meeting An effective leader just doesn't chair a meeting but makes sure that the meeting is kept on purpose and on track. Here are some hints to improve communication and to influence meeting behavior.

Introductions.

If people don't know each other, allow participants about 30 seconds to introduce themselves to the group. You can also have a quick progress update to allow everyone air time in the beginning of the meeting.

Ground Rules.

Have participants agree on ground rules, or expectations for this particular meeting. These simple rules of the road, not only set the standards, but also are gentle reminders to those who are taking a different road or direction. Some examples are: "One conversation at a time," or "We will come to consensus on these particular issues," or "What is said in this room, stays in this room."

Parking Lot.

When a non-agenda issue threatens to take over the discussion, stop the meeting and write, with permission from the group, this new issue on a wall chart called unfinished business. By doing this you acknowledge the item but don't address it immediately. Parking lot issues are discussed at the end of the meeting or at a later date.

Questions.

To structure an orderly discussion of each agenda item, ask questions that address these facets of an issue: What are the facts? What are the pros and the cons? What other options are there? Where should the decision be made...at the committee level or by the entire group? What might be the next steps?

Breaks.

People work better for longer periods of time when they are able to take short breaks, no longer than 5 or 10 minutes. Breaks are a good time to get feedback on the progress of the meeting or talk with people who have been antagonistic, disruptive, or unusually silent. It's better to take a break, take the pulse, and regroup then to doggedly push on despite a sense that the meeting is getting out of hand.

Dialogue Control Skills.

We all have been in meetings with certain people who get our blood pressure to rise or just make us feel what a waste of time. Here are some of those people and hints on how you can maintain focus, respect, and order without coming across as a dictator or inept leader.

Non-Stop Nora:

Nora often begins on the agenda item, but then gets sidetracked on some other topic and is off and running. You think there is no really good way to tell her she's off base and wasting everyone's time without embarrassing her. There is "no really good way" unless you have an agenda. With an agenda it' simple. You say: "Nora, that's a good point you're making, but right now we're discussing agenda point two. I see that Joe wants to make a comment" Or, "That really deals with agenda item four. Can you hold that thought and we'll get back to you." You've been frank but you haven't zapped anyone publicly.

Silent Sam:

On the opposite side is Sam, who is present because he can make a valuable contribution. It's just that he doesn't talk either because he's shy, frightened or intimidated. Be very careful how you draw him out. Avoid putting him on the spot with a direct question. as: "What do you think, Sam?" You're much wiser to phrase it as: "Sam, as a department head, you've had experience with this. What suggestions can you make? Would you like to make them now or perhaps think about it?" This technique lets Sam make the decision on whether or not he wishes to talk and when. The "Sams" of the world may need some extra effort but it's vitally important that the contribute to decisions that can have an impact on departmental or team performance.

Obstinate Ollie:

Ollie is a compulsive arguer. If someone suggests "eight" he will counter with "No, I believe it should be 12." Don't take it personally. Perhaps, he just likes to be a devil's advocate. Let Ollie have his say, but then ask for the group's opinion. Someone usually will respond and get the meeting back on track. As leader, try not to get into the fray, but let the group handle the situation.

With advanced planning, careful preparation of an agenda, and effective facilitation, meetings can be a valuable business activity.

Marcia Zidle of Savvy InsightsTM brings together people, ideas, and technology to develop smart organizations and improve their teaming, problem-solving, and partnering capabilities. Contact her at marcia@savvyinsights.com.

Who's On First? Clean Up Your Communication!

2008-03-09T12:08:00.000-04:00

By: Anne M. Obarksi

I love classic humor! There are so many examples to choose from but one of my favorite comic duos was Abbott and Costello. They were probably best known for their routine called "Who's on first?"

The routine begins with the simple explanation of a baseball game. The frustration begins when Costello doesn't understand that when he asks, "Who's on first" and Abbott replies, "Who", that "Who" is the players last name. Costello keeps asking the question because he doesn't think Abbott understands what he is asking. This goes on until he decides if he can't find out the players' name on first he will ask, "Who is on second?" Costello replies, "No, Who is on first", "What" is on second", meaning that "What" is the players last name that just happens to be on second base. Whew, this is confusing just writing it! The conversation just gets funnier the longer Abbott tries to explain it and it turns into a classic disaster in communication skills.

I am sure you have been in a similar position when you have tried to explain something that you think is very simple to grasp and the other person just doesn't get it.

With the hectic schedules most of us lead, it is not surprising that daily there is bound to be a part of one conversation that we either misunderstand or miss altogether. Those missing pieces cause wasted time, energy, and resources trying to repair the snag in the communication.
Cement your communication techniques so those important facts don't fall through the cracks. Just as you can't find the necessary information on the Internet without those all important "www's", try using the following "w's" to avoid costly communication errors.

What! What is the information? Focus on clarity and brevity in both written and verbal communication. Most people scan the written word and those who are listening to the spoken word do so inefficiently.

That is why important communication should be delivered in at least two methods.
Combine the methods of phone, face-to-face, email, fax and mail to make sure that the information is received. Never assume one type will suffice.

Who! Who receives the information? Make sure that as many people that need to know important information, do! With as busy as employees are, it is critically important that they are updated frequently. Keep as many of your staff in the information loop as possible. There is nothing more frustrating than talking to an employee on the phone regarding an important project or deadline and that person hasn't a clue what you are talking about.

When! When is the deadline? How often do you have a specific "window" that you must work within to finish a project? When time is of the essence, it is important to know how much time you have to successfully complete each step of that project. When there is a delay because of miscommunication, everything comes to a standstill. Time is wasted, clients become frustrated and sometimes the quality of the work is sacrificed. Follow the wisdom of my son's band teacher; early is on time, on time is late!

Who, what and when are mandatory keys of good communication skills. When the communication process breaks down, clients often question the professionalism of a company. It also makes the client feel non-important.

Recently, I had called a local restaurant to reserve their meeting room for a seminar for a client. I spoke to the manager about three day's prior to the seminar date and he said I could reserve the room from 11:30 Am. to 4:00 p.m. On the day of the meeting, as usual, I arrived ahead of time to make sure everything was set up properly.

I walked in to find the room a total disaster. The tables were scattered around the room, floor was covered with crumbs and there was a smoldering cigarette in an ashtray on one of the tables along with miscellaneous papers and pens.

The manager came in and asked me who I was! I introduced myself and the look on my face must have said it all! He said he didn't remember my reservation or me but would get someone on cleaning the room right away.

He walked out of the room and proceeded to yell over the banister of the restaurant to one of the employees to get his "butt up here". I overheard him scolding the employee in which he said he was tired of finding things scheduled without him knowing about it.

The manager grabbed a vacuum cleaner and was flying around that meeting room while the other employee was wiping off the tables. As I started moving the tables the way I wanted them for my meeting, the manager said, "Now I remember, you have a meeting with six women, right?" "And what are you speaking about?" he said. I said, "It's a leadership session." "Oh", he said, "I speak on that too!"

It was all I could do to keep my comments to myself!This was the perfect example of poor leadership skills that transferred into miscommunication, misunderstanding and as for me, a lost customer with lots of contacts!

When you know the answers regarding who, what and when, as you communicate, you'll avoid asking the old "who's on first" question!

Anne M. Obarski is the "Eye on Retail Performance". She is an author, professional speaker, retail consultant and Executive Director of Merchandise Concepts. Anne works with companies who are performance, profit and people focused and she helps leaders see their businesses through their customers' eyes. Anne's mystery shoppers have secretly "snooped" over 2000 stores searching for excellence in customer service. Reach Anne at www.merchandiseconcepts.com or anne@merchandiseconcepts.com

How To Rivet The Attention Of Any Audience

2008-03-09T12:06:00.000-04:00

By: Susan Berkley

A boring speaker isn't just tedious for the audience. It's embarrassing for the speaker. If you've ever suspected you might be putting people to sleep, fear not. You don't need an elaborate bag of gimmicks to liven up your talks. All you need is a little more liveliness in your voice.
While working as a broadcaster and voice-over artist, I have discovered that the quickest and easiest way to liven up your voice is to liven up your body language.

With body language in mind, let's explore three easy ways to become a more energetic, natural communicator.

1. POSTURE

Sit up straight, or even stand, when speaking on the phone. If you habitually slump in your chair, I guarantee that the tone of your voice is going to sound slumped and the people you call may find it hard to concentrate on what you are saying. Why? Because there is no energy in your voice to capture their interest.

2. GESTURE

Even though you cannot see them, successful radio personalities use their bodies to express themselves, consciously or not. They speak with their hands. Their body language is fluid and alive--just as it was when you were a child. Next time you are on the phone, pretend you are "on-the-air." Notice how energetic gestures add life to your voice. Try using a telephone headset so your hands can stay free and relaxed while you speak. You don't have to look like you are conducting an orchestra. A few expressive hand gestures will do.

3. FACIAL EXPRESSION

Do people frequently ask you what's wrong even when you feel as though you are smiling and happy inside? If so, you are probably a "secret smiler." Secret smilers tend to look intense and may scowl when they are concentrating. If you are in this group your voice may tend to flatten and sound monotonous to others. By developing a greater range of facial expression, you'll develop a more interesting and captivating voice. Here's a great exercise to try. You will need a TV, a hand mirror, and a friend:

Step One: Turn on the TV news channel

Step Two: Watch a few news stories keeping your face relaxed and neutral.

Step Three: Look in the mirror. Pretend you are mute and have to express the feeling of each story to an imaginary third person. Do this with facial expression only.

Step Four: Repeat step three looking at your friend. Can they identify the emotion?

From "The Voice Coach" ezine by Susan Berkley. Copyright 2003, reprintedwith permission. For a free subscription visit http://www.greatvoice.com.Susan Berkley is a professional speaker and international communicationsexpert. She is a top voiceover artist and author of "Speak to Influence:How to Unlock the Hidden Power of Your Voice, " available at bookstores orfrom The Great Voice Company at 800-333-8108

The Power of the Pause

2008-03-09T12:04:00.000-04:00

When you don't know what to do, what should you do? Pause and smile.

Imagine that you are speaking to a crowded room of eager listeners. Suddenly your mind goes blank - you forget what you just said, and what comes next. If you speak in public this will happen to you. You've seen it happen to others, they stammer and sputter and even apologize. What should you do? "Remain calm, look at your audience, pause and smile." recommends Peter Urs Bender, Canada's Presentation Guru and author of the Canadian best Seller, Secrets of Power Presentations. "If you panic you will lose your thoughts. When you smile, you look confident and your brain will get back on track."

"When negotiating with your suppliers or customers the strongest thing you can say is - nothing." coaches Nellie Vieira of Negotiation Resource International, (NRI). "It is so unnerving to the other party that they concede - just to get you talking." The North Vietnamese used this tactic in the Paris peace negotiations. The North Vietnamese kept nodding and smiling. The frustrated Americans gave away the farm.

Life is hectic. "If you can not rest you can not endure", counsels Eli Bay, founder of the Relaxation Response Institute. "It is important to break out of the activity cycle of work and listen to your body. Smiling, even a weak smile, releases endorphins that make you feel better."Charles de Gaulle stated, "Silence is the ultimate weapon of power".
Remember that when you need to be powerful. (pause).

(C) George Torok delivers keynote speeches, training and consultation on Presentation Skills, Creative Problem Solving and Personal Marketing. He hosts the weekly radio show Business in Motion. To help develop your people you can call George at 800-304-1861. For more information visit www.Torok.com. and http://www.speechcoachforexecutives.com/

10 Tips To Cope With Negative Emotions At Work

2008-03-09T12:02:00.000-04:00

It's a fact of life - if you want to succeed in business, you need to know how to interact and communicate effectively with your employees, business partners, vendors, prospects, and customers. As a small business owner, this might involve rapid shifting from one type of language to another. For example, how you'd explain your expectations to your employees might be different than how you'd convey these to your business partner or potential client.

As we all know, sometimes language breaks down, and communication grinds to a halt. This can leave the owner feeling irritable, angry, frustrated... and with a desire to vent to his/her employees or staff.

While there may be instances that such sharing would be appropriate or helpful, there are many instances where this is not the case, and venting anyway may result in a significant loss of credibility and respect from key employees and contacts.

So, what are some effective ways to manage emotions in the work place environment?

1. Good self-care is the best medicine. An employer who tends to his/her own physical, emotional and mental needs, regularly, is going to be more adept at managing negative or hostile emotions at work. Start with adequate sleep, good nutrition, and regular exercise.

2. Know what anger and frustration feels like to you - both in your head and in your body. Sometimes, we can get really "cut off" from our feelings and act rashly without knowing why. Spend some time knowing what anger feels like to you, and where you notice it in your body.

3. Take a 10-minute walk. When you desire to "vent", excuse yourself from the office and take a brisk 10-minute walk around the parking lot or neighborhood. This will clear your mind and may save you from losing your temper.

4. Vent to a mentor, coach, or trusted colleague. The act of sharing your frustration and fears will calm you down. These people can support you and help you move forward.

5. Ask, "What am I afraid of?" Most often, anger or frustration appears when one of our fears has been activated. By going directly for the source of your feelings, you may be able to short-circuit them.

6. Make an exhaustive "do not want" list. In this list, you write down everything you do NOT want in the situation such as "to look foolish", "to be unprepared", etc. Once you write this all down - ALL OF IT- you will clear your mind and be ready to generate productive solutions.

7. Distract yourself. Sometimes, getting your mind off the upsetting subject is enough to calm you down. Consider closing your door and playing computer games or something equally mindless (but absorbing). Shifting your focus will shift your attitude.

8. Ask, "What's working about this situation?" This tip comes from Kurt Wright's book, "Breaking the Rules", and suggests that we all can manage stress better if we start looking at "what's working" rather than "what's wrong". Many times, communication breakdowns or glitches can show you where better systems need to be created and placed and ultimately, will enhance the viability of your organization.

9. Take an action. Sometimes, when one piece of the business plan isn't moving, it may mean that another part is ready to be acted upon. Rather than feeling annoyed and frustrated, transform that energy into positive movement forward, where you can.

10. Make a strong request. If you would like something to be different, start the process of making it so. Contact key people, letting them know that you'd like to work on the impasse, and make your needs and those of your business known. Sometimes, just communicating about your desires in the form of an appropriate request can move situations along.

Regular use of these tips will help you stay well balanced & happy as your business grows and flourishes. Try them and see!

(C) 2003. Dr. Rachna D. Jain. All Rights in All Media Reserved.Dr. Rachna D. Jain is a sales and marketing coach and Director of Operations for SalesCoachTraining.com. Sign up for her free email newsletter, "Sales & Marketing Secrets" at sams-subscribe@salesandmarketingcoa ch.com. To learn more or to contact Dr. Jain directly, please visit www.SalesandMarketingCoach.com.

Top 7 Reasons People Burnout

2008-03-09T11:59:00.003-04:00

These days, there isn't one person I know who doesn't deal with the feeling of being overwhelmed at least once a day. We all have too much to do. However, these feelings add up. Sooner or later, the body is taking so much stress and frustration that it declares, "Time Out!" Unfortunately, this time out tends to show up in our health (how many colds have you had this year?), in our patience level with our family, friends and the traffic, and in a decrease in the enjoyment of our work. To deal with this "burnout," we often numb out in order to cope with the flood of negative feelings. We may feel less pain, but we also lose our ability to have a deep experience of joy in any part of our lives.

You may have read tips in the past describing what you should do. Instead, here's some advice for WHAT NOT TO DO, then what to do instead.

The Top 7 Ways You Can Drain Your Energy At Work...And How You Can Choose to Stay Living While You're Alive

1. Focus on what you can't control.

When you focus on what you can't control, like the work styles of others, the economy, and the personality of your children, you have little energy left to create. Focus instead only on what you can control, like taking care of yourself, meeting the goals that excite you, and discovering what you can delegate.

2. Hold on too tightly to what you thought would happen.

Clinging to your expectations blocks out possibilities. We all have pictures of what we thought our careers and lives would look like at a certain point. Then life intervenes but we don't change the picture, setting us up for frustration and disappointment. Taking what you have today, draw a new vision for your future. Then choose to fine tune your vision on a regular basis.

3. Don't ask for help.

What a burden having to know and do everything for yourself. Asking for help doesn't make you look weak. It's a strength knowing how to best use your resources.

4. Listen to your brain.

The brain was designed to protect us, so it is often on the lookout for the worst possible scenarios so there are no surprises. Don't let your brain speak so loud that you don't see all your options.

5. Take yourself seriously.

Taking your work seriously is admirable. Taking yourself seriously is a joke. Woody Allen said, "Comedy is tragedy plus time." If you're going to laugh someday anyway, why not start now?

6. Forget to say thank you.

Be grateful for what you overlook. You'll be amazed at how much of what is going on around you is good. Thank the cashier in the grocery store for working quickly. Thank the post office for having enough clerks during rush hour. Thank your muscles for being healthy when you are painfully exercising. Shift your energy to gratitude, even humor, and you'll lighten up your load.

7. Give up.

You've spent years creating the habits that so efficiently drain you. Becoming someone new takes time. Look at your new vision every day. The difficulties matter less when you have somewhere to go.

Additional techniques found in Capture the Rapture: How to Step out of Your Head and Leap into Life by Marcia Reynolds, Executive Coach and Leadership consultant with expertise in emotional intelligence and personal effectiveness. For more information on Marcia's business, and free reports and surveys, visit her website at www.covisioning.com.