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Will You Add? - Meetings, Meetings, Meetings: Effective Time Use and Building Consensus for Church Meetings
Human resource management plays a crucial role in the structuring of an organization. Improved relations between various countries and industrial growth have led to a phenomenal increase in job opportunities and the need for skilled employees. Every organization requires a full-fledged HR department to take care of its employees regardless of the nature of the organization.There are various HR related tasks to be taken care of in different organizations and business enterprises. HR jobs can be classified into various categories such as recruitment and training, analyst, benefits administration, compensation management, consultant and employee relations.The employment and placement managers generally administer all the aspects of employee recruitment. Human resource personnel may have to travel quite often to college campuses, to search for potential employees. They screen, interview, and occasionally test applicants to verify their knowledge in a specific field. Human resource personnel must be very well acquainted with the various policies of the organization in order to discuss wages, working conditions, and promotional opportunities with prospective employees.Human resource personnel must have certain qualities and skills to sustain the pressures of this field. The human resource training, labor relations managers and specialists must have effective interpersonal skills. An organization has people from various cultural backgrounds, levels of education, and experience working together. Therefore, HR personnel should be capable of coping with conflicting points of view and endure work pressures. They must possess qualities of discretion and integrity. Human resource personnel have to interact with people inside and outside the office and must have a pleasing personality.Most specialized jobs in the field of human
• 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
Pick a sport.Now think of a really successful person within that sport.Did you pick.... Tiger Woods, Lauren Jackson, Ian Thorpe, Michael Schumacher?Doesn't matter. Whoever you picked stay with that person.Imagine you had the opportunity to have a one on one interview with that amazing, world class sportsperson. You could ask them anything you liked. You could really find out what makes them tick, really get inside their head.Do you think that if your successful sports person who their coach was that you'd get the answer: "I'm at the top of my game, the best in the World - I don't need a coach".Wouldn't happen would it? Whoever your person is, or whichever of the successful people you could chose from the above list - they all have a coach. They all have someone dedicated to improving their performance, giving them guidance and instruction, keeping them accountable and helping them grow as an athlete.Now if we can see in the sports world the benefit of having a coach - why is it that most of us trying to achieve success in the business world couldn't name our coaches?In the business world is it an advantage to: Continually improve your performance Get guidance and instruction Stay accountable to your goals Continue to grow? I would say the answer is yes to all of these points. In your business or career, whatever it may be, the quickest way to plateau is to stop learning and improving.Now - there are many different forms of "coaches" for us in our careers such as: Your boss or a co-worker who has achieved what you want to achieve A role model you read about in books / articles A formal business coach or mentor A life coach A successful person in your industry or another that you admire and emul
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
In reality, no job is ever perfect, but there is nothing wrong with fantasizing about your ideal job. In fact, it may help you set goals for current employment and your future career. Your fantasy job can help you evaluate real jobs. Real jobs come in three forms: Survival Jobs, Bridge Jobs, and Career Jobs. All three require skills and the ability to describe your skills.Fantasy Job Have some fun and think about your dream job. If you could create your perfect job, what would it be? What would you be doing? Think about your skills, interests and values. Think about the location, work schedule, wages, benefits and level of responsibility you desire. What types of people do you want to associate with, and how? Consider your interests and values. Think about the physical surroundings, size of the business, management style, social atmosphere and whether it's for-profit or non-profit. To help you out, think about the questions below.What would you be doing on your ideal job?What skills are you using in your ideal job?For what activities and tasks are you responsible? What is your work role?What are your co-workers like? How about your supervisor?What are you wearing (jeans, suit, dress, uniform, etc.)?What hours are you working? Where is your job located?What words would you use to describe your dream job and work environment?Write down your thoughts. If it helps, find a good listener who will also help you "think out loud." Describe your dream job on a blank sheet of paper. Do you have the skills, right now, to get your dream job?Is this type of work available in the area you live or where you plan to live? How do you know?In reality, are you currently qualified for the work you descri
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
Rate and cause of consumption have changed over the years; the last decades energy and material consumption have exponentially increased mostly in the wealthy countries. The end of international conflicts brought a rapid growth and expansion of industry in societies which embarked to innovation. Consumption is thus the effect, of economical and technological growth taking place the last fifty years. Baring in mind the different motives of consumption one could conclude it is for the sustenance of the market and economy, the necessity to satisfy an innate desire, or to simply cover of our needs. Apparently, however, problems arise when the needs are excessively covered, convenience in expense of the environment is favored or no precautions are taken.Historically speaking, advertising has been taking place the last decades luring people into buying stuff they do not really need just for personal profit. Of course, that is the principle of market industry since however, mass consumption, or consumption for that matter, is closely related to transnational corporations, it is quite obvious that the latter will make profit, of buyers arbitrarily consuming, in expense of the environment when they fail to use appropriate waste disposal methods. Despite the definite reasons of advertising which can be clearly seen for each consumer advertisements still influence our minds and make us buy more and more useless products and services.All the above can lead us to the conclusion that the rise of industrialization, market and advertising brought forward issues mankind had never had to deal with during its long history.
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
The USA is home to over 75% of world's lawyers and 90% of the world's lawsuits. We’ve all seen those disgusting television ads urging audience members to file claims and lawsuits. One out of every five people in the U.S. will be involved in a lawsuit, and if you’re a business or property owner your chances go up considerably to one out of three.WHY SO MANY LAWSUITS ?Some say it’s because we don’t spay and neuter trial lawyers and that’s why they’re ‘overpopulated’. Others blame it on the American cultural penchant for blame and finger-pointing over life’s unfair outcomes. Whatever the reason, it just makes sense to reduce the risk of being served with a lawsuit and to increase the protection to survive one with your financial life still intact.REDUCING YOUR RISK OF LITIGATION. Most lawsuits involve ‘tort’ claims, i.e. breach of contract, intentional harm or negligence, etc. If you own rental property, own a business, have teenage drivers, coach a team, or have accumulated assets, you’re a likely target. These are ‘lawsuit magnets’. Consider ways to reduce the likelihood of being in a lawsuit by reducing your lawsuit profile. For example, rental property owners should keep their properties well-maintained and safe from risks. Business owners should pay attention to customer service and financial disputes, adding arbitration or mediation clauses in contracts to resolve disputes before they ever become lawsuits. Most of all consider ‘Entity Layering’ with LLCs and Family Limited Partnerships. Ask your insurance carrier, family and employees to help with an internal audit of your business and risk management practices
• 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
INTRODUCTION"Advertising is a science, not an art"Definition: The word advertising is from the root Latin advert: ad (to) vertere (turn), which means to call attention to. To advertise means: “to describe or praise publicly, usually to promote for sale.”Advertising is a special form of communication intended to persuade consumers to respond in a positive way toward a product, service or idea. In Washington, DC, the home of many non-profit advocacy organizations it means to persuade or to change minds.In other words the goal of advertising is to influence people:-to buy something,-to think well of something,-to ask they take a particular action.Contrary to popular opinion, advertising is a testable, provable, science, not an art. Effective advertising relies on a few simple strategic formulas. Done well however advertising can be done artfully. And should be.It pays to advertise.The basic purpose of advertising is to inform. Often, simply giving basic information about a product or service is sufficient. i.e., classified ads are simple information ads.“Top of Mind awareness.”Memory is the cornerstone of creative strategies in advertising. The basic assumption of this strategy is that the media environment is cluttered and memory is limited. Since memory is limited, it is important that our advertising give customers something worth remembering, otherwise they will simply forget you.Frequency and repetition is crucial. Frequency and repetition is crucial. How many times do you have to tell a dog to sit in order for her to learn how?Advertising exists along a continuum. Short-term traffic builders vs. long-term awareness builders.1. Pricepoint ads are only sale advertising: Jerks.2. Awareness and Image: Pulls.How
• 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 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
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