77 Tips for Absolutely Great Meetings

77 Tipsfor Absolutely Great

Meetings

Ida Shessel

Second Edition

Oshawa, Ontario

77 Tips for Absolutely Great Meetingsby Ida Shessel

Acquisitions Editor: Kevin AguannoTypesetting: Tak Keung SinCover Design: Cheung Hoi

Published by:Multi-Media Publications Inc.Box 58043, Rosslynn RPO, Oshawa, Ontario, Canada, L1J 8L6

http://www.mmpubs.com/

All rights reserved. No part of this book may be reproduced or transmitted in anyform or by any means, electronic or mechanical, including photocopying, recording orby any information storage and retrieval system, without written permission from theauthor, except for the inclusion of brief quotations in a review.

Copyright © 2006 by Multi-Media Publications Inc.

ISBN (Adobe PDF ebook): 1-895186-90-0ISBN (Microsoft LIT ebook): 1-895186-91-9ISBN (Palm PDB ebook): 1-895186-93-5ISBN (Mobipocket PRC ebook): 1-895186-92-7

Published in Canada.

Formerly published in 2003 by Let Us Facilitate under ISBN 0-9731784-5-0.

http://www.letusfacilitate.com

Library and Archives Canada Cataloguing in Publication

Shessel, Ida 77 tips for absolutely great meetings [electronic resource]/Ida Shessel. -- 2nded.

eBook available in PDF, LIT, PRC and PDB formats.ISBN 1-895186-90-0 (Adobe PDF)ISBN 1-895186-91-9 (Microsoft LIT)ISBN 1-895186-92-7 (Mobipocket PRC)ISBN 1-895186-93-5 (Palm PDB)

1. Meetings. I. Title. II. Title: Seventy-seven tips for absolutely great meetings.

HF5734.5.S47 2006 658.4’56 C2006-904424-4

Table of Contents

TTTTTips for the Mips for the Mips for the Mips for the Mips for the Meeting Leadereeting Leadereeting Leadereeting Leadereeting Leader ................................... 55555

Planning .......................................................... 7

Enhancing the Physical Environment ............ 11

Using Structure to Get the Most from yourMeeting ..................................................... 13

Setting Ground Rules .................................... 17

Empowering Others to Become StrongContributors to the Meeting ...................... 19

Using Time Wisely ........................................ 23

Managing Group Dynamics .......................... 27

Showing Leadership ....................................... 31

TTTTTips for the Mips for the Mips for the Mips for the Mips for the Meeting Aeeting Aeeting Aeeting Aeeting Attendeettendeettendeettendeettendee.......... 3535353535

Strengthening the Part You Play at aMeeting ..................................................... 37

A Final Tip .................................................... 41

AAAAAppendixppendixppendixppendixppendix ..................................................................................................................................................................... 4343434343

What do you Need to Make your MeetingsMore Effective? .......................................... 45

About the Author........................................... 47

5

Tips for theMeeting Leader

6

77 Tips for Absolutely Great Meetings

7

CHAPTER ONE

Planning

1Ask yourself whether a face-to-face meeting is the bestway to accomplish the task. Meetings can sometimes be replaced by more cost-effective and time-saving

formats such as teleconferences, memos, informalconversations, or e-mail messages.

2 Respect people’s time and other commitments. Callinga meeting because it’s Monday (and you always have ameeting on Mondays) or because you’re bored and

need a change of pace shows disrespect for everyone’s time.

8


3Calculate the cost of a meeting by estimating the lengthof a typical meeting, then determining the pro rataaverage annual salary of each participant, along with

benefits and overhead. In addition, take into account the lostproductivity of the attendees. Then, compare the cost with theexpected value of the outcome.

4Decide on the purpose and specific objectives of themeeting. “Our weekly meeting” is not a purpose.

5Create a clear statement of purpose. “We’re here to…”This will be the road map for your meeting, helping youto concentrate on relevant discussion and a specific

outcome. Avoid the general term “discuss” in your purposestatement.

6Figure out what you’re going to discuss before getting tothe meeting. Waiting until the meeting begins to plan anagenda will lead to a host of problems, such as

discussions that ramble on and go off-topic.

7Prepare the agenda with an eye to its effectiveness.Exclude information updates that are not related to themeeting topics. (Then send this information by e-mail,

paper memo, electronic bulletin board, or broadcast voicemailinstead. Those needing this information will be grateful to beable to read the update when it is most convenient for them.)

9

8Ask yourself which items are easy to deal with, difficultto deal with, or most critical to deal with at this meeting.Ask yourself how you can best organize this agenda to

make sure you get the necessary tasks accomplished.

9Draw up a logical and focused agenda. If only certaintopics are relevant to a particular person or group,arrange the agenda so that those topics are dealt with

either at the beginning or at the end of the meeting. That willrequire you to consider the sequence of and time spent oneach agenda item.

10 Note the topic, its leader, and the time allottedfor each item on the agenda. Also add anobjective that begins, “At the end of this agenda

item, we will have…”(for example, “a decision regarding…,” “aset of action plans for…,” “a list of …”). Stating the objectivewill help keep the discussion on track in addition to clarifyingthe goal.

11Send out the agenda about a week before themeeting, together with instructions for pre-meeting preparation. For example, “Please read

the report on…”; or “Prepare a preliminary budget”; or “Bringthree ideas for marketing [a product or service].” People whocome prepared are constructive contributors to the group.

1 - Planning

10


12Let people know in advance whether the meetingwill be a brainstorming, d e c i s i o n -making, oropinion-gathering session. They can then

prepare, conduct research, or confer with colleagues ifnecessary. Discussions will be more useful, and less time will bewasted.

13Be sure to invite the people necessary for success.It may be unproductive to hold a meetingwithout key players needed for the decision-

making process or the implementation stage. On the otherhand, inviting unnecessary people out of courtesy wastes theirtime.

14Ask resource people to be on stand-by to answerquestions. Send a copy of the meeting minutes toanyone else on the “need-toknow” or “helpful-

to-know” list.

15Tell people why they, in particular, have beenselected to attend the meeting. They will want toknow whether they should make the meeting a

priority and how they can contribute to the meeting once theyhave agreed to attend.

11

CHAPTER TWO

Enhancing the PhysicalEnvironment

16Provide physically comfortable surroundings forattendees. These include appropriate room size,room temperature, and lighting as well as easy

access to refreshments and rest rooms. Their minds are moreapt to engage fully when their bodies are comfortable.

17Provide an environment that stimulates andencourages the free flow of ideas. Drabboardrooms that have poor ventilation and no

windows are not conducive to productive meetings.

12


18Arrange the tables and chairs so that all attendeescan see each other and the visual aids. Create aconfiguration that is easy to rearrange into

clusters of three or four participants for breakout groupdiscussions.

19Consider an off-site location for your meeting.The golf club or local pizzeria might just offerthat additional stimulation your group needs, in

addition to the advantage of being away from phones, e-mail,and other interruptions.

20Appreciate that ideas will flow more freely whenpeople are relaxed rather than feeling pressuredinto coming up with new ideas or solutions to

problems. Set the stage by going to a different environment.

13

CHAPTER THREE

Using Structure to Getthe Most from your

Meeting

21Use structure to manage the meeting. A well-organized, well-conducted meeting indicates aneffective organization. Sloppy planning,

unfocused agendas, and unclear expectations indicate a lessthan effective one. An o rganized meeting framework willprevent chaos and give people an opportunity to share theiropinions.

14


22Incorporate activities to help the group generateideas, analyze situations, solve problems, andmake decisions. These activities will draw in all

attendees, who will use their knowledge, skills, and creativity toachieve the desired outcomes.

23Prioritize and categorize the ideas generatedduring a brainstorming session. This analysis willprovide greater value than unstructured ideas.

24Capture the ideas on a flip chart, a white board,or something similar, otherwise comments madearound the table could get lost. Post the charts

on the wall for easy reference throughout the meeting.

25Designate someone to record the minutes of themeeting. Minutes are a vital organizational tool,part of the overall paper trail that acts as the

meeting’s “memory.” They also prevent post-meetingconfusion and improve the efficiency of future meetings ofthe group. Distribute the minutes as soon after the meeting aspossible, preferably within 24 hours.

26Review the decisions and action plans at the endof the meeting. Be clear on what you expect.Ensure that those responsible for follow-up have

agreed to the tasks and the deadlines for completion.

15

27Use visual aids and props. To stimulate thinking,display cartoons or photos of clients andproducts (yours and/or competitors’). For those

whose learning style requires them to keep their handsoccupied while their minds tackle the problem at hand, maketoys (stress balls, modeling clay, spring toys) available.

3 - Using Structure to Get the Most from your Meetings

16


17

CHAPTER FOUR

Setting Ground Rules

28Collaborate with attendees to establish theground rules for working together. Foisting ruleson a group will create resentment among its

members. Consensus will ensure cooperation.

29Clarify the behavior expected of attendees.People often make assumptions that areinfluenced by individual and cultural differences

(both corporate and ethnic). These assumptions will affecttheir behavior and their expectations. For example, “Treat eachother with respect” is vague, leaving room for individualinterpretation. Spell out the expected conduct.

18


30Ask everyone to turn off all electronic equipmentwhile they are at the meeting, thereby minimizingdistractions. This request also sends a message of

respect to all those present.

19

CHAPTER FIVE

Empowering Others toBecome Strong

Contributors to theMeeting

31Attach a note to the agenda inviting attendees tocontact you before the meeting to ask questions,make comments, or voice concerns. You will

have opened the door for those who would rather speak withyou one-on-one.

20


32Raise any points at the meeting that have beenbrought to you ahead of time. Allow theoriginators of these points to elaborate if they

are comfortable doing so.

33Divide the group into smaller units to brainstormor to gather ideas or opinions. Some people aremore comfortable discussing issues with two or

three people than with a large group.

34 Separate the ideas from their authors and giveequal weight to each suggestion. This can bedone by gathering them on flip charts, index

cards, or sticky notes. Doing so also reduces the influence ofthe stronger voices and empowers the weaker ones.

35Ensure that the decision-making process involvesall attendees. It can be easy to mistake a few loudvoices for whole group agreement. Give

everyone in the room the opportunity to vote, by ballot or ashow of hands.

36Create name cards and place them strategicallyaround the meeting table before the attendeesarrive. Position the shyer members directly across

from your seat so they can easily catch your eye when they havesomething to say.

21

37Let attendees know that everyone at the meetingis responsible for ensuring its success. Empowerthem to participate, to constructively disagree,

and to point out behavior that deviates from the ground rules.

5 - Empowering Others to Become Strong Contributors

22


23

CHAPTER SIX

Using Time Wisely

38Keep meetings to a maximum of 60 minutes.Energy levels start to wane after about an hour.If your meeting requires more time, take a five-

minute break after every 45 to 60 minutes.

39 Start on time. Doing so will show everyone theimportance of their time and yours. If a keyperson is late, rearrange the agenda items to skip

a topic and return to it later.

24


40If you are a junior person in your organizationand are having trouble getting participants toarrive on time, invite a senior manager to kick off

the meeting with a few words about what he or she would likeyou to accomplish. People will arrive on time for your meetingsfrom then on.

41 Set a time limit for each topic to preventdiscussions from going on and on. Have aparticipant keep track of the time and advise the

group when the allotted time is nearly up.

42Plan to cover only what is realistic for theintended meeting time. Overloading an agendameans overloading those attending the meeting.

It also gives short shrift to some items.

43Use the valuable people at your meeting only forimportant tasks such as identifying needs,planning strategy, setting priorities, or defining

team issues.

44Hold your meeting standing up. That means nochairs. This is one method of preventing themeeting from running too long.

25

45Select the best time of day for a meeting. Avoidthe period right after lunch (when many peoplefeel sleepy) or late in the afternoon (when they’re

thinking about going home). Staff meetings at 8:00 everyMonday morning may not be the best time for creativethinking.

46Vary your meeting schedule. Routine can lead toboredom and lack of creativity.

47 Incorporate handouts or slides only if they addvalue to your presentation. Use these to inform,inspire, or interest your group.

48Change activities or techniques when you see themeeting getting bogged down. Consider drawingthe discussion to a close when the meeting

cannot continue productively because you need other people,more information, more time, or a different environment. Butact cautiously in making this decision since attendees may beannoyed at having to schedule yet another meeting.

6 - Using Time Wisely

26


27

CHAPTER SEVEN

Managing GroupDynamics

49Use the first five minutes of the meeting to setthe tone or warm up the group. Conduct anicebreaker or a get-to-know-you activity. This

creates a more comfortable climate for the attendees, andprepares them to participate in the meeting.

28


50Encourage everyone to participate. Provideopportunities for people to share their ideas byasking them to write them down or brainstorm

with a partner. This is a good way to draw out those peoplewho feel uncomfortable speaking in front of the entire group.

51Expect the group dynamics to vary over severalmeetings. The group will move through a seriesof phases that may or may not result in a

cohesive productive force.

52Allow disagreement and a respectful level ofconflict. Managed conflict may be appropriatefor some meetings. Varying opinions promote

creativity and thoughtful decisionmaking.

53Use constructive intervention techniques tomanage disruptive people and situations. Do thisquickly to bring the group back on track because

disruptions distract the other participants and prevent thegroup from reaching its objectives.

29

54Encourage the habitual naysayers to adopt adifferent perspective on a topic – from theviewpoint of, for example, “What’s good about

this idea?” or “What do we need to do to make this work?”This will help them break out of their typical, sometimes ratherlimited, thinking patterns.

7 - Managing Group Dynamics

30


31

CHAPTER EIGHT

Showing Leadership

55Run the meeting the way you would run abusiness. That means setting goals and aimingfor a positive return on your investment of time

and resources.

56Draw on the strengths and experiences of themeeting participants. They can help you makeyour meetings successful. Use them to advise you

on the agenda, to lead discussion on selected topics, and toupdate you on various issues.

32


57Keep people involved by assigningresponsibilities to everyone at the meeting – forexample, record minutes, keep time, lead a topic.

Rotate these responsibilities from meeting to meeting.

58Control the meeting by keeping it on scheduleand on task. Social chit-chat makes the meetinglast lo-o-o-o-o-o-onger. Encourage socializing to

take place after business has been completed.

59Facilitate the meeting. That means listeningactively so you can collect ideas, test assumptions,paraphrase, summarize, and help the group

synthesize its ideas.

60Be firm yet polite in dealing with “monopolizers”and “ramblers,” who like to hear the sound oftheir own voices. Give them the opportunity to

add one comment before you make it clear that you are movingon. That provides a gracious way for you to end their ramble.

61Be a role model of a good meeting participant.Lead by example. Use good facilitation skills, befirm on the ground rules and time limits, support

the participants and their ideas, and stay on topic. Others willnotice how these techniques influence the effectiveness of themeeting.

33

62Invite the group to evaluate its meetingmanagement practices. Encourage participants tosuggest the changes they would like to see and

then to create action plans to make these changes.

63Encourage others in the group to take on theleadership role from time to time. This willrelieve some of the burden of leading and

planning the meeting every time. In addition, members of thegroup will have an opportunity to hone their leadership skillsas well as gain an appreciation for the challenge of leading ameeting.

64Record important issues that arise and should be discussed but that do not immediately pertain tothe topic at hand. This “parking lot” can be

created on a white board or flip chart. Doing so helps thegroup avoid becoming sidetracked by related issues or losingthem in the excitement of a lively meeting.

65Make certain that people feel appreciated. Thankthem for their time, efforts, and contributions. Besure they know that they play an important part

in reaching the objectives. When they feel appreciated, they willbe more involved. And that bodes well for future meetings.

8 - Showing Leadership

34


66Consider bringing in a professional facilitator fora one-time event. Do this when yourmanagement team and internal facilitators are to

be included in the problem-solving and decision-makingprocess.

67Consider whether a professional meetingfacilitator would improve the longtermeffectiveness of your regular meetings.

35

Tips for theMeetingAttendee

36


37

CHAPTER NINE

Strengthening the PartYou Play at a Meeting

68Ask the meeting leader for the agenda andbackground materials ahead of time. Read theinformation when you first receive it, and mull

over the meeting topics.

69Plan where you will contribute ideas, facts,opinions, viewpoints, or experience. Formulateyour stand on controversial issues before the

meeting, and be open-minded and flexible at the meeting.

38


70Share any ideas or perspectives on a topic withimportant stakeholders before the meeting. Whenthe topic comes up during the meeting, you will

already have laid the groundwork and can present yourviewpoint.

71Arrive early. This conveys the message that youare interested, dedicated, and enthusiastic.

72 Sit across from the meeting facilitator. Havingdirect eye contact will make it easier for you to benoticed and get the floor.

73Contribute something useful early in the meeting.This positions you as a leader instead of afollower.

74Find something positive to say about otherpeople’s ideas. Build on those ideas as much aspossible.

39

75Teach the people who invite you to those never-ending meetings to be more efficient. Askquestions when you are unsure why the meeting

is being held, where the discussion is headed, or what pointshave been covered so far.

76Help the group constructively attain itsobjectives. Do this by asking for clarificationwhen necessary, being open-minded and

supportive, encouraging others to participate (particularly theshyer attendees), and discouraging disruptive behavior.

9 - Strengthening the Part you Play at a Meeting

40


41

CHAPTER TEN

A Final Tip

77Have fun at your meetings. Communicate in anappropriate yet lighthearted way. Time is notnecessarily wasted by adding levity and humor,

contrary to what your stern school teacher may have told you.Laughter can be an energizing and rapport-building force inyour meetings.

42


43

Appendix

44


45

What do you Need to Make your

MeetingsMore Effective?

• Clarify the purpose of the meeting

• Determine the objectives of the meeting

• Select the best methods for attaining the objectives

• Create a focused, results-oriented agenda

• Reevaluate the list of invitees to the meeting

• Clarify the responsibilities of the meeting leader

• Clarify the responsibilities of participants before,during, and after the meeting

• Establish ground rules or working agreements

• Keep the meeting on track

46


• Record the outcomes and action steps of the meeting

• Help steer the meeting even when you are not theleader

• Control domineering participants

• Handle dysfunctional behavior and situations

• Help participants communicate effectively

• Increase participation

• Produce more creative ideas

• Use innovative approaches

• Move to a more stimulating meeting environment

• Help the group view the tasks and situations from avariety of perspectives

• Obtain the group’s commitment to a solution ordecision

• Empower attendees

• Encourage leadership in others

• Implement processes that use time efficiently to makedecisions

47

About the Author

Ida Shessel, B.Sc., M.Ed., is the presidentof Let Us Facilitate. She has more than 20years of experience as a facilitator in thebusiness and academic sectors.

Ida facilitates meetings andtraining programs that are results-driven,

focused, and productive. More than 6,000 participants have

benefited from the techniques that she uses in her meetings andworkshops.

48


Contact Ida Shessel about her training programs in effectivemeeting skills; other publications and audio programs onrunning focused, productive meetings; and facilitation,speaking, and consulting services.

Ida ShesselLet Us Facilitate8500 Leslie StreetSuite 260Thornhill, OntarioCanada L3T 7M8

Telephone: 905-882-5278

Email: [email protected]

Web: http://www.letusfacilitate.comhttp://www.absolutelygreatmeetings.com

49

Other Books by IdaShessel

74 Tips for Absolutely Great Teleconference Meetings.

77 Tips for Absolutely Great Meetings.

79 Tips for Absolutely Great Teleclasses.

Meeting with Success: Tips andTechniques for Great Meetings.

Meeting with Success Workbook.

For more information on these titles, visitwww.letusfacilitate.com

Your wallet is empty?And you still need toboost your team’sperformance?Building team morale is difficult inthese tough economic times.Author Kevin Aguanno helps yousolve the team morale problemwith ideas for team rewards thatwon’t break the bank.

Learn over 100 ways you can reward your project team andindividual team members for just a few dollars. Full ofinnovative (and cheap!) ideas. Even with the best reward ideas,rewards can fall flat if they are not suitable to the person, theorganization, the situation, or the magnitude of theaccomplishment. Learn the four key factors that will maximizethe impact of your rewards, and guarantee delighted recipients.

101 Ways to Reward Team Members for $20 (or Less!)teaches you how to improve employee morale, improveemployee motivation, improve departmental and cross-organizational teaming, maximize the benefits of your rewardsand recognition programme, and avoid the common mistakes.

ISBN: 1-895186-04-8 (paperback)Also available in ebook formats. Order from your localbookseller, Amazon.com, or directly from the publisher athttp://www.mmpubs.com

Want to Get Ahead in YourCareer?

Do you find yourself challengedby office politics, bad thingshappen-ing to good careers,dealing with the “big cheeses” atwork, the need for effectivenetworking skills, and keepinggood working relation-ships withcoworkers and bosses? Winning theRat Race at Work is a unique book

that provides you with case studies, interactive exercises, self-assessments, strategies, evaluations, and models forovercoming these workplace challenges. The book illustratesthe stages of a career and the career choices that determineyour future, empowering you to make positive changes.

Written by Peter R. Garber, the author of 100 Ways toGet on the Wrong Side of Your Boss, this book is a must read foranyone interested in getting ahead in his or her career. Youwill want to keep a copy in your top desk drawer for readyreference whenever you find yourself in a challengingpredicament at work.

ISBN: 1-895186-68-4 (paperback)Also available in ebook formats. Order from your localbookseller, Amazon.com, or directly from the publisher athttp://www.mmpubs.com/rats

Need More Help with thePolitics at Work?

100 Ways To Get On The Wrong SideOf Your Boss (And Strategies toPrevent You from Getting There!) waswritten for anyone who has everbeen frustrated by his or herworking relationship with theboss—and who hasn’t ever felt thisway! Bosses play a criticallyimportant role in your career

success and getting on the wrong side of this importantindividual in your working life is not a good thing.

Each of these 100 Ways is designed to illustrate aparticular problem that you may encounter when dealing withyour boss and then an effective strategy to prevent thisproblem from reoccurring. You will learn how to deal more

effectively with your boss in this fun and practical book filledwith invaluable advice that can be utilized every day at work.

Written by Peter R. Garber, the author of Winning theRat Race at Work, this book is a must read for anyone inter-ested in getting ahead. You will want to keep a copy in yourtop desk drawer for ready reference whenever you find yourself

in a challenging predicament at work.

ISBN: 1-895186-98-6 (paperback)Also available in ebook formats. Order from your localbookseller, Amazon.com, or directly from the publisher athttp://www.mmpubs.com/boss

Churchill’s AdaptiveEnterprise: Lessons forBusiness Today

This book analyzes a period oftime from World War II whenWinston Churchill, one ofhistory’s most famous leaders,faced near defeat for the British inthe face of sustained Germanattacks. The book describes the

strategies he used to overcome incredible odds and turn thetide on the impending invasion. The historical analysis is donethrough a modern business and information technology lens,describing Churchill’s actions and strategy using modernbusiness tools and techniques. Aimed at business executives, ITmanagers, and project managers, the book extracts learningsfrom Churchill’s experiences that can be applied to businessproblems today. Particular themes in the book are knowledgemanagement, information portals, adaptive enterprises, andorganizational agility.

ISBN: 1-895186-19-6 (paperback)ISBN: 1-895186-20-X (PDF ebook)

http://www.mmpubs.com/churchill

In partnership with Michael J. Hughes, The NetworkingGuru, Multi-Media Publications Inc. has released a new seriesof books, ebooks, and audio books designed for businessand sales professionals who want to get the most out of theirnetworking events and help their career development.

Networking refers to the concept that each of us hasa group or “network” of friends, associates and contacts as

part of our on-going human activity that we can use toachieve certain objectives.

The Networking for Resultsseries of products shows us how tothink about networking strategically,and gives us step-by-step techniques

for helping ourselves and thosearound us achieve our goals. Byfollowing these practices, we cangreatly improve our personalnetworking effectiveness.

Visit www.Networking-for-Results.com for informationon specific products in this series, to read free articles onnetworking skills, or to sign up for a free networking tipsnewsletter. Products are available from most book, ebook,and audiobook retailers, or directly from the publisher atwww.mmpubs.com.

The Project ManagementAudio Library

In a recent CEO survey, the leaders of today’s largestcorporations identified project management as the top skillsetfor tomorrow’s leaders. In fact, many organizations place theirtop performers in project management roles to groom themfor senior management positions. Project managers representsome of the busiest people around. They are the onesresponsible for planning, executing, and controlling mostmajor new business activities.

Expanding upon the successful Project ManagementEssentials Library series of print and electronic books, Multi-Media Publications has launched a new imprint called theProject Management Audio Library. Under this new imprint,

MMP is publishing audiobooks and recorded seminars focusedon professionals who manage individual projects, portfolios ofprojects, and strategic programmes. The series covers topicsincluding agile project management, risk management, projectcloseout, interpersonal skills, and other related projectmanagement knowledge areas.

This is not going to be just the “same old stuff” on thecritical path method, earned value, and resource levelling;rather, the series will have the latest tips and techniques fromthose who are at the cutting edge of project managementresearch and real-world application.

www.PM-Audiobooks.com

77 Tips for Absolutely Great Meetings

Documents

Transcript of 77 Tips for Absolutely Great Meetings