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Suggest You - Meetings, Meetings, Meetings: Effective Time Use and Building Consensus for Church Meetings
A great way for self employed professionals to enhance their reputations is to write articles. But for many, the thought of writing an article calls to mind your school days of struggling to write a composition, trapped indoors while your friends played baseball without you.Article writing doesn’t have to be difficult and the rewards are great. Since I started writing articles, my website traffic increased, signups for my newsletters increased, the media has sought me out, and I’ve become what Stephen Van Yoder calls “slightly famous”.Here is the formula I use to write articles:First of all, I do not see myself as a writer. You will not find me starving in a garret, suffering for my art. I see myself as a communicator. I have important and useful information to impart that can help people build successful businesses. When you look at it that way, it really takes a lot of pressure off you.Secondly, your articles do not have to be Pulitzer Prize quality. They need to communicate information in a way your customer can relate to. If your customer is put off by high-falutin’ language, don’t use it. Speak in language that resonates with your customer. Remember, your intent is to communicate, not to win prizes or bludgeon others with your knowledge of polysyllabic words.Next, start out by writing out a sentence or two (no more) that explains what you want to accomplish with your article. Your purpose is two fold: you want to establish your expertise in the eyes of your potential customers and you want those customers to do something. Here is an example for an article I am writing about how self employed professionals can enhance their reputations:“I will write an article to give self employed professionals ideas on how to enhance their reputations which will result in more traffic to my website.”That
Examples:
• First, we will explore all the options for question (topic)#1.
• Next, we will sort and prioritize those options.
• After the group gives weight to the options, we will develop a plan.
• All of these steps satisfy the first objective.
Validate – Determine the common facts about the subject and present them to the group. How many times has a group spent time debating something that was unclear from the start? Make the playing field level – give everyone the same data to begin. This will save enormous amounts of time. This could be called Background Information or Givens or Common Knowledge Facts.
Examples:
• List ALL of the known facts about the subject.
• Don’t forget to identify the level of decision making ability this group is
allowed.
• Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.
Allow for this point to sink in. Bringing t
So you were thinking you might write your own resume?That’s okay, if the following applies to you:* You are an excellent writer.* You are adept in grammar and spelling rules.* You have a solid understanding of the telegraphic writing style (which eliminates the use of personal pronouns, such as “I” and “me” and articles such as “the” and “a”).* You are an expert MS Word user.* You keep up to date on industry trends.* You are knowledgeable of resume layout and design.* You know what information is relevant on a resume.* You know what information is NOT relevant on a resume.* You can devote several days to the resume writing process (research, preparation, writing, and editing).Many people find they do not have the time or resources to write a professional resume that will get them results. You might also realize along the way (like many do) that hiring a professional resume writer will actually SAVE you money!How you ask?Imagine you have recently become unemployed and your previous salary was $34,000 annually and you are looking to remain at the same salary. Every week of unemployment equates to losing $653.85 in potential wages.The average out-of-work American is unemployed for 18 weeks. So using the assumed $34,000 annual salary, you could lose $11,769.30 in potential wages.On the other hand, people that have utilized my professional resume writing services have reported getting hired on average within 5 weeks.That’s a savings of over $8,500!!Here’s an analogy for you.I can change the tires or the oil on my car. However, I would need to devote a lot of time and effort into learning how to replace my transmission. A mechanic on the other hand could have it done in a day or two because they have the tools, knowledge an
Being a conductor who must prepare for a rehearsal, I fell into an opportunity that opened my eyes to a more effective use of time when groups gather to make decisions, work out conflict, or formulate a plan. Some refer to this style of running a meeting as Visually Displayed Thinking, Compression Planning, Creative Planning, or Visual Mapping. But, for me, it is closely aligned to my skill as a conductor, bringing out the best in each participant and building a sense of unity through the process. The leader, in this case the facilitator, controls the PROCESS and the group provides the CONTENT. How great this is! I always hate going to a meeting where someone shoots off their mouth to get their way and the rest of the group lets it happen! Or, the group, with no clear directive, uses up the allotted time with no tangible result. The meeting expands to fill the allotted time, no matter what the agenda! No wonder we all hate meetings!
Let me offer you a better way, one that coincides with the skills of a conductor. Equip yourself as a knowledgeable facilitator, or hire an outside facilitator. In some cases, only an outside facilitator can achieve the desired results. If you have time to plan the process, do it. If not, hire an expert in process management.
Here’s a definition of terms: Facilitator – This person plans the meeting, leads the meeting, and remains neutral. Remaining neutral is central to the process. If the group feels that a facilitator controls the content, then it will not function effectively. The ratio of planning to meeting time is like that of a musical rehearsal. Two to three hours of planning for each hour of the meeting is the norm. This is a minimum requirement if you expect results.
The facilitator controls the process, the participation of members, and keeps the group focused and on track. The pace of the meeting is crucial to the creative planning process. Always stand, always look people in the eye, always listen carefully to exactly what people are stating, always try to involve each person in the process.
The facilitator also plans the design for the meeting. Notice I used the term “design” rather than “agenda.” This implies that you’ve done more than write down some words on a piece of paper, gathered people, and called it a meeting.
The Project Team - This team may be one already in place. If not, then select a team that is not completely of one mind. For example, if you are planning a public musical event, then include a non-musical person in the process. Too many similar perspectives make a group blind to other tastes or opinions. An “outsider” or non- expert can sometimes allow the group to experience a paradigm change which could be most beneficial, not only to that ministry, but maybe to the whole organization!
Another important issue is that of enabling groups of individuals, with all of their individual perspectives and needs, to think and function as a team. Whether your facilitation is a one-time project with a team you’ve selected only for this task, or if you use these principles with an ongoing staff team, getting people to envision themselves as part of a larger entity is the principle goal. Work for the win/win situation in which individuals are fulfilled as the group’s success is manifest. The “Meeting”
The following points are essential to a successful meeting:
• Always start and end on time! Even plan the meeting for times that imply punctuality, i.e., 9:02 to 10:32 a.m. Promise to start and end punctually – and do it! Always!
• Seat the group facing the visual support, usually around three sides of a table with the facilitator at the fourth side. Some facilitators use chart pads. I use storyboards and various cards of various sizes and colors. With cards, you can have more flexibility. Print them with your computer and place emphasis on different items by using different sizes and colors.
• Appoint or seek a volunteer to be a scribe or recorder. Record the actions and ideas of the group where everyone can see. This helps the group stay on track, and reminds them of what they have created so far.
• Tell groups not to take notes. Instead, I send summary notes to them within 48 hours. This enables everyone to participate equally (if they aren’t taking notes, then they can pay attention) and ensures that everyone has the same details in their notes.
• Ideally, the group should be small – 7 to 10 people. This allows for full participation from each person. If the group must be larger, then allow opportunities for splitting the group for discussion, brainstorming, problem solving, and other activities. When the group comes back together, each section reports on its results.
• If someone has a dominant personality or has a known strong bias, don’t seat them in a dominant place. Choose a corner of the table. It makes a difference, really.
• Plan a timeline that includes each part of the meeting. Be conservative. Things take longer than you might think. Allow for a summary or debriefing at the end, or time to set up the next meeting.
The essence of facilitation is different than that of a meeting.
The essential parts are as follows:
• Clarify – Give sound, clear reasons for the meeting. People want to know WHY they are there and WHAT they are to do. Also give a time-line for the overall project. Is it going to take 3 months or just one meeting of two hours? Give the project a name or title, such as the title of a book. Choose the words carefully; they will begin to set the focus for the team.
Examples:
• Planning the Best Choir Retreat Ever
• Building an Awesome Music Ministry
• How to Recruit, Equip and Motivate Members in Ministry
• Define – Prepare a concise statement defining the overall objective(s) of the
team. Be specific. Then define the measurable objectives for the immediate
meeting. Separate the long-term and immediate objectives as well as defining what
will NOT be discussed at this meeting. Make the objectives reasonable for the time
frame allotted.
Examples of Deliverable Objectives: (where to focus our energy)
• Identify 10 unique ways to attract new choir members.
• Define 5 concerts that will pack the church.
• Identify and prioritize all the tasks for the Choir Council.
Examples of Off-Limits Items: (where we can waste time)
• Dwelling on past failures
• Discussing all the fine details of each event identified
• Picking on personalities of those not present
Communicate – Tell the group HOW the process will work. They need to know the total picture and how they are expected to contribute to the end result. This is most important if each person is expected to contribute.
Examples:
• First, we will explore all the options for question (topic)#1.
• Next, we will sort and prioritize those options.
• After the group gives weight to the options, we will develop a plan.
• All of these steps satisfy the first objective.
Validate – Determine the common facts about the subject and present them to the group. How many times has a group spent time debating something that was unclear from the start? Make the playing field level – give everyone the same data to begin. This will save enormous amounts of time. This could be called Background Information or Givens or Common Knowledge Facts.
Examples:
• List ALL of the known facts about the subject.
• Don’t forget to identify the level of decision making ability this group is
allowed.
• Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.
Allow for this point to sink in. Bringing t
Drop in at the Career Services Center Early And OftenDrop in as soon as you can to the Career Services Center. During your first visit, make an appointment to visit with a career counselor in a few days. After you've made your appointment, explore the resources available to you. To make sure you get the most out of your upcoming meeting with the career counselor, give yourself a few hours at least to familiarize yourself with the Career Service Center's reference materials.What you should do during that first visit is to take any career assessment tests the center might offer. These tests will ask you about what you're good at, and what you want from a career. From the list of possible careers that the test suggests to you, see which of them appeal to you the most.When you have your meeting with your career counselor, ask him or her about the path you're considering pursuing. Ask your career counselor how to land a job in the field or fields of your choice. The answer you get may help you determine the course of study you take in your classes. In addition, you should ask your career counselor to give you contact information for alumni who are now working in the fields you wish to work in after graduation. Also, ask about internship opportunities that will help you get a leg up on a high-paying career.Do InternshipsInternships, while often unpaid, sometimes offer course credit. The most useful thing about internships, though, is that they offer you an opportunity to build relationships with people working in the profession you've chosen for yourself. Another advantage of internships, of course, is that they provide you with some real-world experience that you can use to enhance your resume as well as your candidacy for jobs in the future. And though internship don't always work this way, sometimes a company
The facilitator controls the process, the participation of members, and keeps the group focused and on track. The pace of the meeting is crucial to the creative planning process. Always stand, always look people in the eye, always listen carefully to exactly what people are stating, always try to involve each person in the process.
The facilitator also plans the design for the meeting. Notice I used the term “design” rather than “agenda.” This implies that you’ve done more than write down some words on a piece of paper, gathered people, and called it a meeting.
The Project Team - This team may be one already in place. If not, then select a team that is not completely of one mind. For example, if you are planning a public musical event, then include a non-musical person in the process. Too many similar perspectives make a group blind to other tastes or opinions. An “outsider” or non- expert can sometimes allow the group to experience a paradigm change which could be most beneficial, not only to that ministry, but maybe to the whole organization!
Another important issue is that of enabling groups of individuals, with all of their individual perspectives and needs, to think and function as a team. Whether your facilitation is a one-time project with a team you’ve selected only for this task, or if you use these principles with an ongoing staff team, getting people to envision themselves as part of a larger entity is the principle goal. Work for the win/win situation in which individuals are fulfilled as the group’s success is manifest. The “Meeting”
The following points are essential to a successful meeting:
• Always start and end on time! Even plan the meeting for times that imply punctuality, i.e., 9:02 to 10:32 a.m. Promise to start and end punctually – and do it! Always!
• Seat the group facing the visual support, usually around three sides of a table with the facilitator at the fourth side. Some facilitators use chart pads. I use storyboards and various cards of various sizes and colors. With cards, you can have more flexibility. Print them with your computer and place emphasis on different items by using different sizes and colors.
• Appoint or seek a volunteer to be a scribe or recorder. Record the actions and ideas of the group where everyone can see. This helps the group stay on track, and reminds them of what they have created so far.
• Tell groups not to take notes. Instead, I send summary notes to them within 48 hours. This enables everyone to participate equally (if they aren’t taking notes, then they can pay attention) and ensures that everyone has the same details in their notes.
• Ideally, the group should be small – 7 to 10 people. This allows for full participation from each person. If the group must be larger, then allow opportunities for splitting the group for discussion, brainstorming, problem solving, and other activities. When the group comes back together, each section reports on its results.
• If someone has a dominant personality or has a known strong bias, don’t seat them in a dominant place. Choose a corner of the table. It makes a difference, really.
• Plan a timeline that includes each part of the meeting. Be conservative. Things take longer than you might think. Allow for a summary or debriefing at the end, or time to set up the next meeting.
The essence of facilitation is different than that of a meeting.
The essential parts are as follows:
• Clarify – Give sound, clear reasons for the meeting. People want to know WHY they are there and WHAT they are to do. Also give a time-line for the overall project. Is it going to take 3 months or just one meeting of two hours? Give the project a name or title, such as the title of a book. Choose the words carefully; they will begin to set the focus for the team.
Examples:
• Planning the Best Choir Retreat Ever
• Building an Awesome Music Ministry
• How to Recruit, Equip and Motivate Members in Ministry
• Define – Prepare a concise statement defining the overall objective(s) of the
team. Be specific. Then define the measurable objectives for the immediate
meeting. Separate the long-term and immediate objectives as well as defining what
will NOT be discussed at this meeting. Make the objectives reasonable for the time
frame allotted.
Examples of Deliverable Objectives: (where to focus our energy)
• Identify 10 unique ways to attract new choir members.
• Define 5 concerts that will pack the church.
• Identify and prioritize all the tasks for the Choir Council.
Examples of Off-Limits Items: (where we can waste time)
• Dwelling on past failures
• Discussing all the fine details of each event identified
• Picking on personalities of those not present
Communicate – Tell the group HOW the process will work. They need to know the total picture and how they are expected to contribute to the end result. This is most important if each person is expected to contribute.
Examples:
• First, we will explore all the options for question (topic)#1.
• Next, we will sort and prioritize those options.
• After the group gives weight to the options, we will develop a plan.
• All of these steps satisfy the first objective.
Validate – Determine the common facts about the subject and present them to the group. How many times has a group spent time debating something that was unclear from the start? Make the playing field level – give everyone the same data to begin. This will save enormous amounts of time. This could be called Background Information or Givens or Common Knowledge Facts.
Examples:
• List ALL of the known facts about the subject.
• Don’t forget to identify the level of decision making ability this group is
allowed.
• Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.
Allow for this point to sink in. Bringing t
Every web site is different.Some exist only to deliver information. Others try to get sales. And still others have absolutely no idea what they’re trying to do.However, here are some things that all successful small business web sites have in common:1. They have a compelling headline. The reader should know within about 2 seconds what the web site is selling – or what its purpose is, if it’s not trying to make a sale.2. They are not boring. A boring web site spells certain doom – as it takes only a nanosecond for a customer to click away to another site.3. They showcase the credibility of the business. This can be done using testimonials, fact sheets, news stories about the company, before-and-after pictures, Better Business Bureau seals, etc.4. They have their contact information in a prominent location. If the contact information is hidden, people might give up on the site even though they would otherwise have made a purchase.5. They are not too busy. People have short attention spans, so if a home page has 17 different links, 9 different fonts types and sizes, and every color under the rainbow – most people won’t even bother trying to figure out what the site is all about.6. They are easy to read. If a site has red type on a hot pink background, 90% of the people who visit literally won’t be able to read it. The same goes for reverse type (white letters on black), abnormally small type, or strange font styles.7. They don’t have too many graphics. Graphics make a web site slower to load – and in this day and age, few things bother web site visitors than having to wait 30 seconds for a page to load.8. They have a compelling “call to action.” Rather than just looking pretty, an effective web site ask
The following points are essential to a successful meeting:
• Always start and end on time! Even plan the meeting for times that imply punctuality, i.e., 9:02 to 10:32 a.m. Promise to start and end punctually – and do it! Always!
• Seat the group facing the visual support, usually around three sides of a table with the facilitator at the fourth side. Some facilitators use chart pads. I use storyboards and various cards of various sizes and colors. With cards, you can have more flexibility. Print them with your computer and place emphasis on different items by using different sizes and colors.
• Appoint or seek a volunteer to be a scribe or recorder. Record the actions and ideas of the group where everyone can see. This helps the group stay on track, and reminds them of what they have created so far.
• Tell groups not to take notes. Instead, I send summary notes to them within 48 hours. This enables everyone to participate equally (if they aren’t taking notes, then they can pay attention) and ensures that everyone has the same details in their notes.
• Ideally, the group should be small – 7 to 10 people. This allows for full participation from each person. If the group must be larger, then allow opportunities for splitting the group for discussion, brainstorming, problem solving, and other activities. When the group comes back together, each section reports on its results.
• If someone has a dominant personality or has a known strong bias, don’t seat them in a dominant place. Choose a corner of the table. It makes a difference, really.
• Plan a timeline that includes each part of the meeting. Be conservative. Things take longer than you might think. Allow for a summary or debriefing at the end, or time to set up the next meeting.
The essence of facilitation is different than that of a meeting.
The essential parts are as follows:
• Clarify – Give sound, clear reasons for the meeting. People want to know WHY they are there and WHAT they are to do. Also give a time-line for the overall project. Is it going to take 3 months or just one meeting of two hours? Give the project a name or title, such as the title of a book. Choose the words carefully; they will begin to set the focus for the team.
Examples:
• Planning the Best Choir Retreat Ever
• Building an Awesome Music Ministry
• How to Recruit, Equip and Motivate Members in Ministry
• Define – Prepare a concise statement defining the overall objective(s) of the
team. Be specific. Then define the measurable objectives for the immediate
meeting. Separate the long-term and immediate objectives as well as defining what
will NOT be discussed at this meeting. Make the objectives reasonable for the time
frame allotted.
Examples of Deliverable Objectives: (where to focus our energy)
• Identify 10 unique ways to attract new choir members.
• Define 5 concerts that will pack the church.
• Identify and prioritize all the tasks for the Choir Council.
Examples of Off-Limits Items: (where we can waste time)
• Dwelling on past failures
• Discussing all the fine details of each event identified
• Picking on personalities of those not present
Communicate – Tell the group HOW the process will work. They need to know the total picture and how they are expected to contribute to the end result. This is most important if each person is expected to contribute.
Examples:
• First, we will explore all the options for question (topic)#1.
• Next, we will sort and prioritize those options.
• After the group gives weight to the options, we will develop a plan.
• All of these steps satisfy the first objective.
Validate – Determine the common facts about the subject and present them to the group. How many times has a group spent time debating something that was unclear from the start? Make the playing field level – give everyone the same data to begin. This will save enormous amounts of time. This could be called Background Information or Givens or Common Knowledge Facts.
Examples:
• List ALL of the known facts about the subject.
• Don’t forget to identify the level of decision making ability this group is
allowed.
• Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.
Allow for this point to sink in. Bringing t
So, you think you understand this whole resume writing business--it's simple, after all: you just jot down your work history and a couple of experiences, and save the last bit for a bold "Career Objective" section that details what you want. That's it. Employers will be so impressed.If this statement sounds accurate, keep reading. If not, congratulations, you're realistic.A resume is not simply relaying where you worked and for how long; it's about showcasing your abilities and experiences in hopes that business owners will see you as the perfect person for the job. The objective of a resume is not to simply say, "Here's some of what I do. Now, let's talk salary." A r?sum?'s objective is to pique the interest of employers and to display your talents. A good resume will warrant a call back; a great one will get you hired.In the first paragraph, we mentioned the "Career Objective" section. Many confuse this for the actual objective of a resume. They're two very different things. The objective of a resume is to get you in the door; the "Career Objective" section is an out-dated space waster. Often, we're taught to place it at the end of our resume, a paragraph explaining what we hope to get out of the job and what we feel we can offer.Skip this.Potential employers already know what the job entails; they don't need you to remind them what you hope to get. They already know what you're going to get. As for what you can offer, the rest of your resume should already outline this. They don't need a recap of your greatness as it should speak for itself.Instead of wasting precious space (you only have a limited amount of lines before resume turns into biography) with ideas that have already been presented, use this last bit of room to add more details that make you a better candidate. You could add more job
• Plan a timeline that includes each part of the meeting. Be conservative. Things take longer than you might think. Allow for a summary or debriefing at the end, or time to set up the next meeting.
The essence of facilitation is different than that of a meeting.
The essential parts are as follows:
• Clarify – Give sound, clear reasons for the meeting. People want to know WHY they are there and WHAT they are to do. Also give a time-line for the overall project. Is it going to take 3 months or just one meeting of two hours? Give the project a name or title, such as the title of a book. Choose the words carefully; they will begin to set the focus for the team.
Examples:
• Planning the Best Choir Retreat Ever
• Building an Awesome Music Ministry
• How to Recruit, Equip and Motivate Members in Ministry
• Define – Prepare a concise statement defining the overall objective(s) of the
team. Be specific. Then define the measurable objectives for the immediate
meeting. Separate the long-term and immediate objectives as well as defining what
will NOT be discussed at this meeting. Make the objectives reasonable for the time
frame allotted.
Examples of Deliverable Objectives: (where to focus our energy)
• Identify 10 unique ways to attract new choir members.
• Define 5 concerts that will pack the church.
• Identify and prioritize all the tasks for the Choir Council.
Examples of Off-Limits Items: (where we can waste time)
• Dwelling on past failures
• Discussing all the fine details of each event identified
• Picking on personalities of those not present
Communicate – Tell the group HOW the process will work. They need to know the total picture and how they are expected to contribute to the end result. This is most important if each person is expected to contribute.
Examples:
• First, we will explore all the options for question (topic)#1.
• Next, we will sort and prioritize those options.
• After the group gives weight to the options, we will develop a plan.
• All of these steps satisfy the first objective.
Validate – Determine the common facts about the subject and present them to the group. How many times has a group spent time debating something that was unclear from the start? Make the playing field level – give everyone the same data to begin. This will save enormous amounts of time. This could be called Background Information or Givens or Common Knowledge Facts.
Examples:
• List ALL of the known facts about the subject.
• Don’t forget to identify the level of decision making ability this group is
allowed.
• Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.
Allow for this point to sink in. Bringing t
As opposed to the other food service careers, bartending is one job where personal style counts the most. The best bartenders I've known always have a personality to them, and some even have a little edge of attitude. Always remember that the whole point of your job is recreation.The best bartenders are good conversationalists. Have a joke or two ready. Read up on the news daily before your shift, so you'll be able to keep up chat on sports, politics, and business.Working in America, don't stress so much over knowing really complex drinks. About half of your orders will be for domestic beer, anyway. The non-beer orders will be something simple like a shot or a simple mixed drink like a vodka-and-coke. If somebody orders something really complicated, do your best to get it as close as you can and serve it. Bar etiquette nearly demands that the customer accepts whatever you pour as your version of what they ordered, and anybody who is enough of a troublemaker to ask for a Long-Island Iced Tea when you're slammed busy with a full bar generally deserves whatever you put in their glass, and probably wouldn't know the difference anyway.Some environments to avoid: A bartender can get work nearly anywhere in the world that allows alcohol, so you might as well be picky about where to work. You can work where you want, it's your career and a matter of personal taste, but if I were you I'd avoid working in these places if I could help it:Night clubs, rave clubs, or anyplace that requires a bouncer and caters to a young crowd. Loud music, rowdy customers, frequent fights, dumb kids trying to fake their ID on you. Additionally, young adults aren't civilized enough yet to know how to behave in a bar, can't hold their liquor, and don't tip worth anything.Big commercial chain "McBars". I don't want to name names, but any
Examples:
• First, we will explore all the options for question (topic)#1.
• Next, we will sort and prioritize those options.
• After the group gives weight to the options, we will develop a plan.
• All of these steps satisfy the first objective.
Validate – Determine the common facts about the subject and present them to the group. How many times has a group spent time debating something that was unclear from the start? Make the playing field level – give everyone the same data to begin. This will save enormous amounts of time. This could be called Background Information or Givens or Common Knowledge Facts.
Examples:
• List ALL of the known facts about the subject.
• Don’t forget to identify the level of decision making ability this group is
allowed.
• Agree – Allow time for every participant to review the common facts you just
presented, review the objectives for THIS meeting as well as the list of ways to get
off track. It is just as important to identify what the group is NOT going to do
during this gathering as to identify what they will accomplish. Ask if there are any
changes, additions, or deletions to the common facts. Then ask if they are ready to
proceed with the objectives for today’s meeting. Wait for comment. If you have no
comment, state that you will be moving forward by general consensus. Bringing the
group to continuing consensus is an important guideline. It is much better to work
by general consensus than to vote on issues. Make this your continuing goal.
Allow for this point to sink in. Bringing the group to one focus is crucial to building the team. Consensus does not mean that everyone always agrees on every point. Individual power must yield to group needs. The process builds the team. Eye contact is essential here, as well as a pause for opportunity to comment. Once the facilitator has determined there is general consensus, state the fact, looking at everyone. Say that, because of the general consensus, the group can move ahead. At the end of the session, ask again if there are any exceptions. Hearing none, or after addressing the comments, ask the group to keep faith with the team by not speaking contrary to the actions of the group when outside of the group.
Process builds team trust.
• Prioritize –Get right to the first issue to solve or first question to ask. Here’s where the facilitator earns his or her keep! In planning the meeting, ask first what the end result should be. (The question to ask yourself in planning: “What do you want to walk away with at the end of the session?”) Plan the meeting by addressing the objectives for this meeting, keeping in mind the big picture – the overall goal of the team. Therefore, keep it manageable by exploring ways to address the issue or question.
Example:
• Set specific, measurable objectives
• Bad – Enlarge the choir
• Good – 5 ways to increase numbers in the choir 15% in 3 months
• Address the objective by having the group answer a question
• Ways to have people clamor to checkout our choir
• Reasons people might be interested in choir
• Possible changes needed to attract people to choir
• Sort the ideas; pick the best 5 (or more),
• Use sticky dots (price stickers) for participants to “vote” for their best choices
• Use markers to “dot” favorite ideas
• Use a matrix (cost vs. difficulty or time vs. importance)
Focus – This could be “FOCUS, FOCUS, FOCUS.” The facilitator is in charge of keeping the group on track. If you have written objectives and off-limits items, then it could be as simple as pointing to those lists when things begin to get out-of- hand. Address side conversations and irrelevant comments as they occur.
HELPFUL HINT: Purchase small bells and give each member of the team one of them with the instruction to use the bell if the group begins to violate any of the rules. Most of the time the group will police itself. Keep the group energized by varying the routine.
Examples:
• Divide into groups of 3 or 4 people.
• Have each group bring back 3 solutions and present to the team.
• Put a time limit on break-out groups (1 minute per idea expected.)
• After a long period, have everyone stand, stretch, and change places.
Formalize – When finished with a brainstorming and fine-tuning, move the cards into some kind of order or priority. Figure out a standard of measurement (cost, time, difficulty, etc.) to judge the ideas. You can buy colored price stickers and let each person use them to vote for his or her choice.
One sticker for each ten ideas – this forces choices for the BEST ideas, and then the group’s energy becomes clear to everyone. Bad or radical ideas receive no votes, so it becomes clear to everyone that they are less valuable ideas. After this process of sorting the ideas, you should have the makings of a plan.
Example:
• Action Plan
• Communication Plan
• Next Steps in the Process
• A Matrix of Options
• A Plan for Reconciliation
• And more
Review – Give time for the group to sit back and look over what they’ve done, making sure that it all makes sense and is practical. Assign responsibility for any action items or communications, and schedule the next session. Here is a good opportunity for each person to take a turn in making a 30 second comment about what they’ve experienced in the session. This can prove to be most valuable, and will unite the group as they move on to their next event.
• Follow-Up – Be sure to check on all delegated items before the next session. Delegation does not mean you can forget about it. It means you don’t have to do it, so you have time to check on it and assist, if appropriate. Be sure to send out the meeting notes and follow through with any other commitments from the session.
• Celebrate – When the objectives are successfully met, take time to celebrate. This adds momentum and gives belief in process for future projects. Remember, you are a team!
There are multiple benefits from running a meeting in this manner. There must be a major reward since so much preparation must go into making the process successful. After all, don’t we want to make the best use of each day God has given us?
Benefits of running a meeting with neutral facilitation:
• Creates positive team building and bonding
• Builds trust through the consensus process
• Gives the team common ownership in goals
• Provides a safe communication environment (attack ideas, not people)
• The goal-setting process boosts the synergistic characteristics of the team
• Promotes an understanding of contrasting views
• Empowers the team to respond within pre-set parameters
• Gets things done
Types of facilitation projects and results:
• Long-range Planning = Long-term Goals
• Project Team = Action Plan
• Budget Building = A Budget We Buy Into
• Evaluation = Future Planning Resource that We Believe Is Valuable
• Schedule Planning = A Team Calendar
• Conflict Resolution/Problem Solving = Consensus
Running Meetings as a Transformational Process
The leader, in this case the facilitator, controls the PROCESS and the group provides the CONTENT. Plan the meeting.
Note: Facilitation Design Worksheet downloadable at http://www.hughballou.com
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