如何召開有效會(huì)議(一)

How to Run an Effective Meeting
如何召開有效會(huì)議
Meetings are the bane of the corporate world but even small businesses can't avoid them completely. Here's how to run your meetings without wasting time or money.
 會(huì)議是企業(yè)界煩人的事情，甚至是小型企業(yè)都不能完全地避免他們。在這里告訴你如何在不浪費(fèi)時(shí)間和金錢的情況下來召開你的會(huì)議。
It's the fuel for movies like Office Space and Scott Adams' Dilbert comics: the inefficiency and bureaucracy of the corporate world. Boring, pointless meetings are just one of the symptoms of an entire ecosystem of poor organization and communication.    像上班一條蟲斯科特·亞當(dāng)斯的呆伯特漫畫改編成的電影是以會(huì)議為原型的：體現(xiàn)出的是企業(yè)界的低效率和形式主義。會(huì)議枯燥，目的不明確只是整個(gè)公司運(yùn)作環(huán)節(jié)組織不力，交流匱乏的表現(xiàn)之一。
So why are meetings often so ineffective? You'd think that nobody involved would want to waste his or her valuable time. Many managers and business owners simply have unrealistic expectations for how meetings will operate. They think, "We'll just have a free flowing, open, brainstorming type of meeting and lots of good ideas will come out,'" says Glenn Parker, a team building consultant and the author of  Meeting Excellence: 33 Tools to Lead Meetings That Get Results.
 為什么會(huì)議會(huì)經(jīng)常的如此的沒有成效？你應(yīng)該想想誰都不想浪費(fèi)他的或者她的寶貴時(shí)間。許多管理者和企業(yè)家對會(huì)議僅僅有著不切實(shí)際的期望。格倫·帕克（一個(gè)團(tuán)隊(duì)建設(shè)的顧問和使會(huì)議取得成效的33種方法的作者）說，“他們認(rèn)為我們就隨意開放討論會(huì)議很多好點(diǎn)子就會(huì)產(chǎn)生，便可以集思廣益�！� Parker says there's a time and a place for that kind of meeting, for example if you're gathering some creatives to pool ideas for an ad campaign, but a lack of structure is likely to yield a lack of results. The style of meetings you run can range from this freeform discussion mode to a one-way information dump, in which the leadership updates their staff on strategic developments.
 帕克說這種會(huì)議有特定的時(shí)間和地點(diǎn)，例如如果正在召集一些精英們共同為一個(gè)商業(yè)廣告出謀畫策，但是卻缺乏一個(gè)很有可能會(huì)沒有效果的結(jié)構(gòu)。你開會(huì)的風(fēng)格可能是這種自由模式，也有可能是領(lǐng)導(dǎo)單方面的信息傾倒即通過一些戰(zhàn)略性的發(fā)展來更新他們職員的信息。
 For some companies meetings are a tumor of unproductiveness waiting to be excised, while for others they're the lifeblood of the company's communication in chaotic times. In either case, there are plenty of ways you can make sure your meetings are productive.   對于有些公司來說，會(huì)議是一個(gè)有害的腫瘤有待去除，而對于其他公司而言，他們則是公司混亂時(shí)期交流所必須的命脈。在這兩種情況下，你又有許多方法可以確保你的會(huì)議行之有效。
How to Run an Effective Meeting: Types of Meetings and How to Run Them如何有效召開會(huì)議：會(huì)議類型和如何運(yùn)行
Just as meetings can serve a wide variety of functions within your company, you want to tailor your leadership approach depending on the sort of meeting you are running:
 正因?yàn)闀?huì)議能在你的公司內(nèi)部起著各種各樣的作用，你需要根據(jù)你所要進(jìn)行的會(huì)議類型來制定你的領(lǐng)導(dǎo)方式：
Action-oriented meetings - These meetings are intended to solve a pressing, or time-sensitive problem. In this case, key strategies include making sure people prepare well for the meeting so that you don't waste everyone's time trying to come up with solutions but rather debating the merits of potential solutions that people propose. You want to use language and choose a space that welcomes people to share their ideas while also letting people know that they should come prepared to defend their ideas fiercely.
 以行動(dòng)為導(dǎo)向的會(huì)議——這些會(huì)議旨在解決緊迫而有時(shí)效性質(zhì)的問題。在這種情況下，主要的技巧要確保每個(gè)參加會(huì)議人員做好準(zhǔn)備從而不把每個(gè)人的時(shí)間浪費(fèi)在提出解決方案，而是花在討論人們提出的可行的解決方案中的優(yōu)點(diǎn)上。你應(yīng)當(dāng)通過主持和選擇開會(huì)地點(diǎn)來鼓勵(lì)與會(huì)人員表達(dá)自己的觀點(diǎn)看法，同時(shí)也讓他們明確應(yīng)當(dāng)是有備而來，為他們的觀點(diǎn)強(qiáng)烈辯護(hù)。
 
 Brainstorming or creative meetings - For a meeting like this you want to make sure there's food and drink to fuel long sessions churning out ideas. While these meetings can last longer than regular meetings and be a bit more free flowing, you still want to have a cap in mind for how much time you're willing to spend. Bringing in unexpected but relevant items can also spur creativity. For example, if you're discussing the design of a new office space, bringing in some Legos might give people a good outlet for their imaginations.
 
 集思廣益或者富有創(chuàng)造力的會(huì)議——對于這樣的會(huì)議，你需要確保有足夠的食物和飲料為長時(shí)間的會(huì)議里思如泉涌提供燃料。由于這樣的會(huì)議會(huì)比平時(shí)的會(huì)議持續(xù)時(shí)間更長，也會(huì)更自由，你還需要清楚你要花費(fèi)多長時(shí)間來開這個(gè)會(huì)。引進(jìn)一些你所想不到的但又有著相關(guān)聯(lián)的想法來激發(fā)創(chuàng)造性。比如說，你們正在討論一間新辦公室空間的規(guī)劃，如果加入一些積木也許會(huì)為人們的想象打開一個(gè)缺口。
Short-term planning meetings - For short-term planning meetings, the list of people you invite is even more important than it is at a regular meeting. These meetings are likely to require a lot of team interaction, for example if you're working on a current project that involves, the sales, business development, and advertising departments. Make sure that people are on the same page before the meeting itself to save time and set out expectations for how and how often they will communicate both with the level of management above them and with their fellow teams.
 短時(shí)間計(jì)劃會(huì)議——就短期會(huì)議而言，你所邀請的與會(huì)人員比平常的會(huì)議參與者要重要的多。這些會(huì)議可能需要團(tuán)隊(duì)的溝通合作。例如，你們正進(jìn)行著一個(gè)當(dāng)前的項(xiàng)目計(jì)劃，其中就包括銷售，發(fā)展前景，廣告部門等。為了節(jié)約時(shí)間，達(dá)到預(yù)期效果，在會(huì)前就要確保與會(huì)人員有著相同的想法，他們應(yīng)當(dāng)如何與同事或其他高層管理員間交流。
Long-term planning meetings or retreats - Long-term planning meetings are likely to include most if not all high-level executives, though many small companies like to include their entire staffs in this process. However, lots of people means lots of opportunity for digression and irrelevance. If you have a lot of sharing going on make sure to choose a format that either maximizes the opportunities for the upper echelons to share their vision with the employees or for the employees themselves to discuss improvements or changes that they feel could help the company meet its goals.
 長期規(guī)劃或變更的會(huì)議—— 一般長期規(guī)劃會(huì)議大多數(shù)可能不會(huì)是高管，而一些小公司則有可能要所有員工參與。而人越多意味著偏離主題或許更多無關(guān)緊要的狀況出現(xiàn)的幾率也越高。如果你打算進(jìn)行想法的共享，就要選定一種模式要么盡可能地讓上層高管與雇員們發(fā)表他們的見解，要么就讓員工們自己就如何幫助公司達(dá)到目標(biāo)討論完善和改變的方法。
 Dig Deeper: Let's Start With an Icebreaker延伸：像一個(gè)破冰者一樣開始
 How to Run an Effective Meeting: 3 Tips for Meeting Success如何有效召開會(huì)議：三個(gè)小妙招確保會(huì)議成功
 While Parker outlines 33 tools for honing your meeting leading abilities in his book, he boiled the essentials down to three key ways to keep your meetings from being time wasters:   盡管帕克在他的書中列出33條訓(xùn)練你的會(huì)議組織技巧，他把這些主要的歸結(jié)為三點(diǎn)以免浪費(fèi)時(shí)間：
 The first tidbit sounds obvious, but enough people disregard it to make it necessary. "Make sure there's a purpose for the meeting," Parker says. "Don't just have a meeting because it's Tuesday or don't just have a meeting because you haven't had one in a month and you feel like you should." Phone calls, e-mails, and calling folks into your office can be valuable replacements for larger group meetings.    第一點(diǎn)看似很明顯，但是很多人都會(huì)忽視，由此更有必要提一下。帕克說要確保開會(huì)有一個(gè)明確的目的，不要因?yàn)槭切瞧诙�就開會(huì)或者是因?yàn)橐粋�(gè)月沒有開會(huì)了而覺得應(yīng)該要進(jìn)行一次會(huì)議。這時(shí)打電話，發(fā)郵件，叫員工來你辦公室可以作為召開大型會(huì)議重要的替代方式。
 Secondly, having a purpose for the meeting isn't enough unless people know what that purpose is so they can come prepared. There should also be a list of agenda items that get distributed to everyone involved, and ideally a specific amount of time alotted to cover each one to partially preempt digressions.    第二，僅僅有明確的開會(huì)的目的所在是不夠的，除非開會(huì)的人知道會(huì)議的目的所在，然后在會(huì)前準(zhǔn)備好。開會(huì)時(shí)應(yīng)該有會(huì)議的議程發(fā)給與會(huì)者，最好是每一部分有特定的時(shí)間分配，甚至提前分配好偏離主題的時(shí)間。
 Finally, for a meeting to be successful rather than wasteful, you need to make sure the right people are there, no more no less. Do you need multiple representatives from the sales department or can one of them report back to their team. If someone consistently stays silent during meetings you either have a shy employee or someone with nothing to contribute in the context of that particular meeting.   最后，要想會(huì)議成功而不是在浪費(fèi)時(shí)間，你需要所有合適的人員都到場，不多也不少。你需要各種各樣的銷售部參與者嗎？或者任何他們中一個(gè)向你匯報(bào)他們隊(duì)的工作。假如某個(gè)人總是在會(huì)議當(dāng)中保持沉默。要么他就是個(gè)害羞的人或者在那種特殊的會(huì)議當(dāng)中他不能做任何貢獻(xiàn)。
 Dig Deeper: What's the Best Time for a Meeting延伸：什么時(shí)候是開會(huì)最佳時(shí)間？
 How to Run an Effective Meeting: Keeping In Touch
如何有效召開會(huì)議：保持交流。
 Mike Mastous' business operates at a breakneck pace, so if he found that meetings were time wasters, he'd have to trim the fat, and fast. At Delta Disaster Services, his Arvada, Colorado-based property restoration company, they get a call whenever a fire, flood, or similar disaster wrecks a commercial or residential building.   麥克. 馬斯塔斯的企業(yè)是以高速驚險(xiǎn)的速度運(yùn)行操作的。所以即使他認(rèn)為開會(huì)只是在浪費(fèi)時(shí)間，他也不得不挑選最重要的東西迅速講完。他的阿瓦達(dá)，科羅拉多州的財(cái)產(chǎn)恢復(fù)公司的三角洲災(zāi)難服務(wù)部，無論何時(shí)一場火災(zāi)或者洪災(zāi)或者類似摧毀商業(yè)樓或者住宅樓的災(zāi)難發(fā)生時(shí)，他們都會(huì)接到一通電話。
 "When our phone rings, we're in business, and my phone could ring 20 times today and we've got 20 jobs that are real-time starts," he says. Though much time is spent gutting, draining, and rebuilding houses and stores, dealing with insurance companies, contractors and code violations eats up even more time and require real organizing chops.
 “當(dāng)我們電話響起的時(shí)候，我們正在忙生意上的事情，今天我的電話響了20次，我們得到了20份需要即時(shí)開始的業(yè)務(wù)�！彼�說道。雖然大部分的時(shí)間都花在拆毀房屋、清理排水溝、重建房屋與商店，和保險(xiǎn)公司、承包商、違約方打交道耗掉了更多的時(shí)間，但是真正需要有計(jì)劃的削減不必要的時(shí)間。
 Mastous makes sure his teams are coordinated with the help of technology, and a broader definition of what a meeting is. "Meetings aren't just skin to skin," he says, "they're getting people involved in conference calls, they're getting people involved in e-mail updates. Our IT IQ is pretty high." As an added layer of technology, everyone carries handhelds in the field to stay in touch and their locations are tracked via GPS to aid in fast response to new disasters.    馬斯塔斯確保他的隊(duì)員們能在技術(shù)的輔助下協(xié)調(diào)一致并對會(huì)議的含義所在有更廣泛的理解。他說，“會(huì)議不僅僅是表面的膚淺的，他們是召集人們使參與到電話會(huì)議中來。他們是召集人們使參與到最新的電子郵件中來。我們的IT智商是相當(dāng)高的�！弊鳛橐粋�(gè)附加層的技術(shù)，每個(gè)人都通過設(shè)在該領(lǐng)域的手持設(shè)備保持聯(lián)系和它們的位置是通過全球定位系統(tǒng)跟蹤的，以幫助快速響應(yīng)新的災(zāi)難。
 But Mastous also convenes plenty of in-person meetings, between seven and 10 a week, which is a lot for a company with only 25 employees and 30 subcontractors. Some of the most important communication happens before the meeting even begins. "Everyone's notified in advance what [issues will be covered] and they're to come to meetings with solutions," Mastous says.   但是馬斯塔斯也親自召開許多會(huì)議，一周有7-10次，這相對于一個(gè)僅有25個(gè)雇員和30個(gè)承包商的公司而言是相當(dāng)多的。而一些最重要的交流早在會(huì)議開始前就已經(jīng)開始了�！疤崆巴ㄖ�了每個(gè)人所要討論的議題，他們都是帶著解決方案來的�！瘪R斯塔斯說。 
 Dig Deeper: Joel Spolsky's A Little Less Conversation延伸：喬奧司坡奧斯基德少些交談
 How to Run an Effective Meeting: Time Management如何有效召開會(huì)議：規(guī)劃好時(shí)間
 No matter how detailed of an agenda you e-mail to your entire team, people will go over the time limits. You need to decide on a case-by-case basis whether that's acceptable or whether the discussion should be tabled for another time, but it helps to have systems in place.   不管你在你的郵件中如何向你的團(tuán)隊(duì)詳化你的日程，人們會(huì)忽略時(shí)間的限制。你要個(gè)案地決定哪個(gè)可以接受，是否還需要進(jìn)一步另找一個(gè)時(shí)間商討，因?yàn)檫@有助于建立一套合理的制度。
 When a meeting participant starts to pontificate a bit, it's up to you "as the meeting leader to say something like, ‘it looks like we've drifted a bit, can we come back and focus on whatever that agenda item is,'" Parker advises. Another strategy is acknowledging the person's experience with the subject but suggesting the issue be raised at a later time. If it's germane but time is still running out, you should assign a smaller group to either gather more information or move the process along once the meeting is over.   當(dāng)一個(gè)與會(huì)者開始目空一切的談?wù)摃r(shí)，你作為會(huì)議主持者應(yīng)該說點(diǎn)什么像”我們似乎已經(jīng)有點(diǎn)偏離主題了，我們還是回到我們今天的主要議題上來吧，這取決于你，”帕克建議說。另外一個(gè)技巧是肯定這個(gè)人在這個(gè)主題方面的經(jīng)驗(yàn)，但是暗示這個(gè)議題應(yīng)該稍后再提。如果它與主題密切相關(guān)但是時(shí)間不夠，你應(yīng)該給一個(gè)小組分配任務(wù)以便能搜集更多信息及在會(huì)議結(jié)束后也能保證推動(dòng)會(huì)議進(jìn)程。
 At Delta, Mastous tries to strike a tone that's simultaneously business-like and light-hearted. There are two clocks in the company's meeting room and "we have a gentleman in our office named Steve Foster, and Steve is extremely anal about being at a meeting on time, getting to the point, covering topics and getting out of the meeting on time because everybody has secondary appointments. We call those clocks Fosters."   在三角服務(wù)中心，馬斯塔斯試著給人們留下深刻印象，一方面讓人覺得輕松愉快同時(shí)又像是在做生意。會(huì)議室中有兩面鐘，我們團(tuán)隊(duì)中有一位叫斯蒂芬.福斯特的男士。他很講究認(rèn)為要準(zhǔn)時(shí)參加會(huì)議、及時(shí)進(jìn)入正題、按時(shí)完成會(huì)議。因?yàn)槊總�(gè)人接下來還有自己的安排。我們把他稱為福斯特鬧鐘。
 Despite Foster's passion for punctuality, Mastous is still the one in charge of nipping tangents in the bud. "I want it to be healthy and I want it to be upbeat, and I don't want people to feel like it's martial law," he says.   雖然福斯特對準(zhǔn)時(shí)很有見地，但是馬斯塔斯才是會(huì)議的掌控者，他總能防止離題太遠(yuǎn)�！拔蚁Ｍ�整個(gè)會(huì)議過程中氛圍良好，積極向上，我不想讓人們覺得像是在進(jìn)行軍事管制�！彼�說。
 Another time management question is how often a team should meet and how long they should meet for. This obviously varies but, according to Parker, if you want to maintain a level of concentration and involvement "an hour is probably best, an hour and a half at the maximum without a break." As far as whether a group should gather daily quarterly or somewhere in between, there's a correlation between the scope of the project and the frequency of check-ins. Bigger picture planning meetings don't need to happen as frequently while small group projects might require near constant communication and meetings.   另外時(shí)間管理問題是一個(gè)團(tuán)隊(duì)?wèi)?yīng)多久開一次會(huì)議以及一次會(huì)議開多久。顯然這要因情況而異，對帕克來說，如果你想要達(dá)到注意力高度集中，積極參與的水平，也許一個(gè)小時(shí)最好，最多一個(gè)半小時(shí)無間斷的進(jìn)行。至于每組是否要每天或是每季度或介于兩者之間時(shí)聚集，這就得看這個(gè)項(xiàng)目涉及的范圍廣度和需要檢查的間隔。較大型的藍(lán)圖規(guī)劃會(huì)議不需要經(jīng)常召開，而小組項(xiàng)目會(huì)議則需要不斷地會(huì)議來溝通交流。
 Dig Deeper: How to Organize Your Time and Space
 延深：如何組織你的時(shí)間和空間How to Run an Effective Meeting: Meetings and Company Culture
 如何有效召開會(huì)議：會(huì)議和公司文化The way a meeting will play out is often reflected in the setting where you choose to hold it. If you choose a round table or circular set-up, it sends the message that everyone is expected and encouraged to participate as opposed to an auditorium or classroom style set-up, in which case employees know to hunker down for a lecture.   選擇會(huì)議在哪里進(jìn)行將反映在會(huì)議結(jié)束的方式上。如果你選擇圓桌或是圓狀的會(huì)議桌，這就是向會(huì)員們傳遞一個(gè)訊息那便是希望也鼓勵(lì)他們積極參與，他們可以像進(jìn)行演講一樣來表達(dá)自己的觀點(diǎn)而不是像在進(jìn)行視聽課或是課堂講演。
 Mastous espouses the former type of set-up and he solicits the opinions of every meeting participant as part of the company's consensus-based approach to decision making. While this might sound overly time consuming, it makes sense if you did a good job before the meeting began of weeding out unnecessary attendees.   馬斯塔斯很贊成前一種會(huì)議的模式并且他把會(huì)議上每個(gè)人的意見征集起來達(dá)成共識(shí)從而成為決定的一部分。雖然這很耗費(fèi)時(shí)間，但這是很有必要的，如果你工作到位的話，可以在會(huì)前淘汰不必要的人選。
 This is also part of the reason why he feels meetings are a great way to introduce new hires to company culture. "I call it the sharing of the DNA," he says. "It's critical for [new recruits] to understand the culture and philosophy of the company and in many cases they're only going to pick that up through meetings."這也是他把會(huì)議當(dāng)做一種很好的引進(jìn)新雇員到公司文化建設(shè)中來的原因之一。他說“我把它稱為DNA共享“。對于新雇員來說了解公司的文化與原則是至關(guān)重要的，通過會(huì)議他們可以有很快的了解。
 Dig Deeper: How to Build a Corporate Culture of Trust
延伸：如何樹立公司信任文化
 How to Run an Effective Meeting: The Meeting Strategies of Great CEOs如何召開有效會(huì)議：首席執(zhí)行官們會(huì)議的戰(zhàn)略There are as many styles of running meetings as there are companies and CEOs but these three entrepreneurs have particularly interesting approaches to communicating with their staffs:
 進(jìn)行會(huì)議有很多種方式，因?yàn)橛胁煌�的公司，不同的首席�?zhí)行官，但是以下的三種企業(yè)家們有自己特別有趣的方式與他們的員工交流。
Caterina Fake,the co-founder of photo sharing site Flckr and currently runs Hunch a Web start-up and "decision engine." She has pretty strong feelings about meetings and they're not positive. "Interaction should be constant, not crammed into meetings once a week. At Hunch, we don't have meetings unless absolutely necessary. When I used to have meetings, though, this is how I would do it: There would be an agenda distributed before the meeting. Everybody would stand. At the beginning of the meeting, everyone would drink 16 ounces of water. We would discuss everything on the agenda, make all the decisions that needed to be made, and the meeting would be over when the first person had to go to the bathroom."
 凱特瑞納.費(fèi)克，照片共享網(wǎng)站Flckr的創(chuàng)建者目前在創(chuàng)建Hunch網(wǎng)站和decision engine。她對于會(huì)議有很強(qiáng)烈的反感，認(rèn)為它們積極作用不大。她認(rèn)為互動(dòng)應(yīng)該是一直都有的，而不應(yīng)該把它僅填塞在每周一次的會(huì)議中。在Hunch網(wǎng)站公司里，除非是絕對需要不然不會(huì)召開會(huì)議。雖然過去我常常開會(huì)，但我開會(huì)的方式是：會(huì)前發(fā)放日程表。每個(gè)人都可以參加。在開會(huì)之前，每個(gè)人先喝16盎司的水。我們會(huì)討論日程表上的所有事情，做出所需做出的一切決定，當(dāng)有第一個(gè)人必須去洗手間時(shí)，會(huì)議就結(jié)束了。
Similarly, Mark Cuban, an entrepreneur and owner of the Dallas Mavericks sees meetings as a waste of time. He runs his whole business via e-mail and estimates that it saves him "five to 10 hours per day. No meetings. No phone calls. Everything is documented so the number of "let's talk again," or "get together to clarify," or "get on the same page" are gone. People learn very quickly to document and get to the point without the "intonation" of trying to sell me that occurs in meetings. I'm a Dragnet type of e-mail guy. Nothing but the facts. Leave the BS for other people."
 同樣地，馬克.庫本，Dallas Mavericks的企業(yè)家，認(rèn)為會(huì)議是浪費(fèi)時(shí)間。他通過郵件來打理他的生意，據(jù)他估計(jì)他一天能節(jié)省5-10小時(shí)。不開會(huì)，也不打電話。一切都是通過文件傳輸，所以所謂的讓我們再談?wù)劙桑�一起聚首再商討下或者統(tǒng)一下意見就免談了。人們很快就能學(xué)會(huì)文件傳輸，立馬就可以進(jìn)入正題而不用考慮在開會(huì)時(shí)要注意用怎樣的語調(diào)來表述自己的想法。我是典型的電子郵件蟲。出了事情通知?jiǎng)e無其他。離開BS是對其他人而言的。
At the end of his company's all-staff meetings, which are held every Monday, Justin Kan, the co-founder of Justin.tv makes sure people haven't been spacing out, and sometimes even he comes up short. "At the end [of the meeting], Mike, my co-founder and our CEO, gives everyone a quiz based on his notes from the meeting. It's just a fun thing, to test yourself and see if you're paying attention. Sometimes, I'll get five out of five answers right; other times, I might get two out of five."
 在他公司每周一進(jìn)行的全體職工大會(huì)結(jié)束時(shí)，簡斯町.崁,Justin.tv的建立者確保沒有人精神恍惚，有時(shí)他會(huì)突然中斷。會(huì)議快要結(jié)束時(shí)，麥克，我的合作者也是我們的CEO,從他所作的會(huì)議記錄中給每個(gè)人出了道智力測驗(yàn)題。這只是一個(gè)小小的題目來檢驗(yàn)?zāi)闶遣皇亲⒁饬�集中了。有時(shí)，我會(huì)得到百分百正確的答案，而其他時(shí)候，我可能從五個(gè)人中得到兩個(gè)正確答案。
By Josh Spiro |  Aug 4, 2010

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