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Efffective Marketing Blue Paper

Efffective Marketing Blue Paper

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Published by 4imprint
According to research conducted by Microsoft®, the average business person in the U.S. spends at minimum roughly 5.5 hours in meetings each week. This study also revealed that 71 percent of those attending these meetings found them to be utterly unproductive. To further crunch those numbers, there are more than 11 million meetings held each year in the U.S. alone.
According to research conducted by Microsoft®, the average business person in the U.S. spends at minimum roughly 5.5 hours in meetings each week. This study also revealed that 71 percent of those attending these meetings found them to be utterly unproductive. To further crunch those numbers, there are more than 11 million meetings held each year in the U.S. alone.

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Published by: 4imprint on Jul 20, 2011
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11/06/2012

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Planning effectivemeetings
 
© 2011 4imprint, Inc. All rights reserved
Planning effective meetings
According to research conducted by Microsoft
®
, the average business person inthe U.S. spends at minimum roughly 5.5 hours in meetings each week. This studyalso revealed that 71 percent of those attending these meetings found them tobe utterly unproductive.
1
To further crunch those numbers, there are more than 11million meetings held each year in the U.S. alone. Otherstudies have indicated that the “higher up” someone is inan organizational or system’s infrastructure, the more timehe or she spends in meetings. On average, so-called middlemanagement spends 35 percent of their time in meetings,while upper-level management spends 50 percent of theirtime in meetings. Most organizations spend 7-15 percent oftheir personnel resources on meetings.
2
If your team is holding a meeting, it better be worth it. How can you ensure thatyour team meetings are effective and worth the time they consume? We have afew tips for you in this Blue Paper
®
, including how to effectively plan meetings,how best to communicate meetings and agendas, how to evaluate the ROI ofmeetings and more. Block some time, send your calls to voicemail and keepreading—this is one meeting you’ll be glad to attend.
What’s the deal with meetings, anyway?
Meetings have been around for who knows how long, as the term refers to aformally arranged gathering of individuals. In theory, meetings are a good thing.They help us conduct business and build relationships. It’s when they go awrythrough poor planning or implementation that problems arise.Management consultant, Gene Moncrief, believes that the most commonproblems in meetings relate to the following
3
:
People try to accomplish too much, in too little time.
You can’t doan information dump, solve problems, make decisions, plan foraction, etc., all in one short meeting.
Meetings are held with a lack of clear objectives and/or
1 “Survey Finds Workers Average Only Three Productive Days per Week: Most Respondents to New Microsoft Ofce Survey Say They’re Working Longer, But Are Less Productive; They Relate Their Productivity toTechnology.” 15 Mar. 2010. Web. 01 Apr. 2011.<http://www.microsoft.com/presspass/press/2005/mar05/03-15threeproductivedayspr.mspx >. 2 Bonner. “Planning Effective Meetings.” Bonner Foundation. Web. 20 Mar. 2011.<http://www.bonner.org/resources/modules/modules_pdf/BonCurPlanningMeetings.pdf >.3 “The Ayers Report: Meetings: Time Wasted or Well Spent?” ENews Builder | Email Marketing and HTML Email Newsletters, Create, Send and Track. Web. 01 Apr. 2011.<http://www.enewsbuilder.net/theayersgroup/e_article000450602.cfm?x=b11,0,w >.
 
© 2011 4imprint, Inc. All rights reserved
organization.
If objectives have been identified, the agendamay not properly reflect them and there may not be anestablished process to allow each person to contribute tomeeting the objectives.
Attendees often don’t have clearly defined roles in meetings.
 Too often team members are asked to carve out valuable time formeetings in which they have no real role. “I talk, you listen” isn’t agood format because no one listens. It’s BlackBerry
®
time.
Attendees minimize differences of opinion and conflict.
Emotionis given no place in American business—certainly not in decisionmaking. We don’t know how to handle strong emotions, so wesuppress them in meetings. We even expect our meeting leaders tosuppress them for us. Yet it’s emotion that contains the passion andcommitment we strive for.These problems, like all approaches to business, can be avoided when approachedstrategically and thoughtfully.
Deciding when to meet: Meeting goals
Let’s start by determining if and when to meet. In the day and age of digital,virtual technology, there’s a wrench thrown into the whole meeting thing. Notonly do you have to determine whether or not a meeting is actually needed, butwhether the meeting can or should be held online or in person.First, as a rule of thumb, don’t meet unless it’s beneficial to everyone involved.Time is money—either yours or your clients. Don’t waste it.Second, don’t have a meeting for something that can be bettercommunicated via email, phone conversation or good-oldfashioned memo or sticky note. If you just need to distributefacts, use email. If you need feedback on a project, determinehow in-depth you want your feedback: a thought or two, ora discussion that includes recommendations for alternatives?The more time consuming or back-and-forth involvement likelymeans a meeting is the way to go.Another way to decide if a meeting is necessary, consider the end result—what doyou hope to accomplish, what are the goals associated with the meeting you’retrying to propose?

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