如何召开有效会议(二)

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.
 短时间计划会议——就短期会议而言，你所邀请的与会人员比平常的会议参与者要重要的多。这些会议可能需要团队的沟通合作。例如，你们正进行着一个当前的项目计划，其中就包括销售，发展前景，广告部门等。为了节约时间，达到预期效果，在会前就要确保与会人员有着相同的想法，他们应当如何与同事或其他高层管理员间交流。
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.
 长期规划或变更的会议—— 一般长期规划会议大多数可能不会是高管，而一些小公司则有可能要所有员工参与。而人越多意味着偏离主题或许更多无关紧要的状况出现的几率也越高。如果你打算进行想法的共享，就要选定一种模式要么尽可能地让上层高管与雇员们发表他们的见解，要么就让员工们自己就如何帮助公司达到目标讨论完善和改变的方法。
 Dig Deeper: Let's Start With an Icebreaker延伸：像一个破冰者一样开始
 How to Run an Effective Meeting: 3 Tips for Meeting Success如何有效召开会议：三个小妙招确保会议成功
 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:   尽管帕克在他的书中列出33条训练你的会议组织技巧，他把这些主要的归结为三点以免浪费时间：
 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.    第一点看似很明显，但是很多人都会忽视，由此更有必要提一下。帕克说要确保开会有一个明确的目的，不要因为是星期二就开会或者是因为一个月没有开会了而觉得应该要进行一次会议。这时打电话，发邮件，叫员工来你办公室可以作为召开大型会议重要的替代方式。
 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，仅仅有明确的开会的目的所在是不够的，除非开会的人知道会议的目的所在，然后在会前准备好。开会时应该有会议的议程发给与会者，最好是每一部分有特定的时间分配，甚至提前分配好偏离主题的时间。
 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，要想会议成功而不是在浪费时间，你需要所有合适的人员都到场，不多也不少。你需要各种各样的销售部参与者吗？或者任何他们中一个向你汇报他们队的工作。假如某个人总是在会议当中保持沉默。要么他就是个害羞的人或者在那种特殊的会议当中他不能做任何贡献。
 Dig Deeper: What's the Best Time for a Meeting延伸：什么时候是开会最佳时间？
 How to Run an Effective Meeting: Keeping In Touch
如何有效召开会议：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.   麦克. 马斯塔斯的企业是以高速惊险的速度运行操作的。所以即使他认为开会只是在浪费时间，他也不得不挑选最重要的东西迅速讲完。他的阿瓦达，科罗拉多州的财产恢复公司的三角洲灾难服务部，无论何时一场火灾或者洪灾或者类似摧毁商业楼或者住宅楼的灾难发生时，他们都会接到一通电话。
 "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.
 “当我们电话响起的时候，我们正在忙生意上的事情，今天我的电话响了20次，我们得到了20份需要即时开始的业务。”他说道。虽然大部分的时间都花在拆毁房屋、清理排水沟、重建房屋与商店，和保险公司、承包商、违约方打交道耗掉了更多的时间，但是真正需要有计划的削减不必要的时间。
 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.    马斯塔斯确保他的队员们能在技术的辅助下协调一致并对会议的含义所在有更广泛的理解。他说，“会议不仅仅是表面的肤浅的，他们是召集人们使参与到电话会议中来。他们是召集人们使参与到最新的电子邮件中来。我们的IT智商是相当高的。”作为一个附加层的技术，每个人都通过设在该领域的手持设备保持联系和它们的位置是通过全球定位系统跟踪的，以帮助快速响应新的灾难。
 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.   但是马斯塔斯也亲自召开许多会议，一周有7-10次，这相对于一个仅有25个雇员和30个承包商的公司而言是相当多的。而一些最重要的交流早在会议开始前就已经开始了。“提前通知了每个人所要讨论的议题，他们都是带着解决方案来的。”马斯塔斯说。

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