Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, June 19, 1994 TAG: 9406240001
SECTION: BUSINESS PAGE: D2 EDITION: METRO
SOURCE: Camille Wright Miller
DATELINE: LENGTH: Medium
A: Tom Brock, vice president of General Electric Co. and head of its Drive Systems and Industrial Systems and Services units in Salem, suggests you "first understand what's important to the decision-maker relative to the subject you're addressing." Making an effort to find "which issues are important and how your idea addresses those issues helps move ideas to the forefront."
Over time, Brock has noticed that even ideas with great merit may not win approval the first time out. He believes that for worthwhile ideas, you have a "right to go back several times, but each time the idea should be repackaged in response to questions raised earlier."
Brock suggests that "the real world doesn't make instantaneous decisions. Being willing to research what is important to others, willing to repackage the idea several times in response to concerns raised, and to stick with the idea when it is met with resistance is part of the process." Brock said it is "people who treat this as a process rather than an event who get ideas sold."
Q: My boss recently assigned me to plan events. I'm expected to know about entertaining groups of all sizes and planning corporate functions. I need help.
A: A great guide to help you with everything from corporate protocol to planning formal events with confidence is Letitia Baldridge's ``Complete Guide to Executive Manners.''
The book addresses how to conduct business entertaining and manage a large social event, including details such as florists and room setups. It includes checkoff lists that are helpful and identifies areas for budget cuts with little noticeable difference.
This reference provides guidelines for proper forms of address, handling company anniversaries, appropriate business gift giving and minding one's international business manners.
Frankly, it is too comprehensive for most of us to want to read in its entirety, but a review of the table of contents and index helps the reader understand when this guide will be useful. I've used the guide for everything from proper placement of flags and guests on a dais to how to write an announcement of the death of a colleague.
In addition to the guide, it's helpful to turn to the professionals. Ask event planners at local hotels for suggestions, local florists for guidelines and area caterers and restaurants for price lists. These professionals generally welcome opportunities to educate the public, since they will receive business in return.
Q: Meetings over which I preside go far longer than I want. Committee members are yawning at the end. How does one accomplish business without long meetings?
A: Milo O. Frank, author of ``How to Run a Successful Meeting in Half the Time,'' suggests the best way to make a dull meeting less dull is to shorten it.
Perhaps the most effective meeting tool is a carefully drafted agenda sent to members in advance of the meeting. Provide a list of topics with suggested time limits for each. Make sure topics are clear statements or questions; too briefly worded agendas won't prompt detailed consideration.
Frank suggests setting starting and finishing times, as well as noting preparation expected from participants. Place low-priority topics at the bottom.
Send the agenda to committee members with a note inviting them to call with questions or concerns. If an agenda item will fuel hot discussion, call members in advance and ask for opinions. You can open that part of the meeting with a summary of opinions and invite possible resolutions.
If you have agenda items remaining as you near the end of the allotted time, ask those present their preference. They may want to continue to the end, or they may be at the bottom of their energy curve. Low-energy decisions are usually poor, and a shortened meeting may be the better answer.
by CNB