Meetings. Martin Manser

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Meetings - Martin  Manser


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      MEETINGS SECRETS

      Martin Manser

       Copyright

      William Collins

      An imprint of HarperCollinsPublishers

      1 London Bridge Street

      London SE1 9GF

       WilliamCollinsBooks.com

      This eBook first published in Great Britain by William Collins in 2020

      First published in Great Britain in 2020 by HarperCollinsPublishers

      Published in Canada by HarperCollinsCanada. www.harpercollins.ca

      Published in Australia by HarperCollinsAustralia. www.harpercollins.au

      Published in India by HarperCollinsPublishersIndia. www.harpercollins.co.in

      Copyright © HarperCollinsPublishers 2020

      Martin Manser asserts the moral right to be identified as the author of this work.

      A catalogue record for this book is available from the British Library.

      All rights reserved under International and Pan-American Copyright Conventions. By payment of the required fees, you have been granted the non-exclusive, non-transferable right to access and read the text of this e-book on-screen. No part of this text may be reproduced, transmitted, down-loaded, decompiled, reverse engineered, or stored in or introduced into any information storage and retrieval system, in any form or by any means, whether electronic or mechanical, now known or hereinafter invented, without the express written permission of HarperCollins.

      Source ISBN: 9780008389895

      Ebook Edition © January 2020 ISBN: 9780008133825

      Version: 2019-11-18

      Contents

       Cover

       Title Page

      Copyright

      Introduction

      1 Why have meetings?

      1.1 Know your purpose

      1.2 What can go wrong in meetings?

       2.4 Prepare for a meeting

       2.5 Prepare for negotiations

       2.6 On the day of the meeting

       3 Chairing a meeting

       3.1 Before the meeting

       3.2 Guide the meeting skilfully

       3.3 Get out of a rut

       3.4 Come to a decision firmly

       3.5 Have SMART action points

       3.6 Manage change well

       3.7 Develop your skills as chair

       4 Taking minutes

       4.1 Before the meeting

       4.2 During the meeting

       4.3 After the meeting

       4.4 Write up the minutes

       4.5 Develop your skills as minute-taker

       5 Giving a presentation

       5.1 Know the aims of your presentation

       5.2 Think and plan creatively

       5.3 Work on your words

       5.4 Plan your beginning, middle and end

       5.5 Use PowerPoint wisely

       5.6 Present tables and charts skilfully

       5.7 Manage your nerves

       5.8 Be aware of your body language

       5.9 Control your voice

       5.10 Deal with questions

       6 Taking part in a meeting

       6.1 Participate actively

       6.2 Remember names

       6.3 Think creatively

       6.4 Listen well

       6.5 Speak persuasively

       6.6 Discuss positively

       6.7 Conduct your negotiations

       6.8 Finalize your negotiations

       6.9 A phone call is a meeting

       6.10 Video conferencing

       6.11 Revive your meeting

       7 After the meeting

       7.1 Communicate decisions well

       7.2 Move forward

       7.3 Keep up momentum between meetings

       7.4 Check your progress regularly

       7.5 Maintain good relationships

       7.6 Evaluate your meeting

       Footnotes

       Jargon buster

       Further reading

       About the Book

       About the Author

       About the Publisher

       Learn how to run an effective meeting

      Meetings! Think how many business meetings you’ve been to. It’s very easy to focus on the negative side of how time has been wasted and colleagues have been discouraged. The aim of this book, however, is to help you move ahead positively and to suggest ways in which you can make meetings even more useful.

      I write as someone who has chaired meetings, taken minutes and sat as an active participant in countless meetings in the business world and also in schools and charities over the last four decades. But I also write as one who is not a natural leader, even


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