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Meetings & Briefings

Meetings & Briefings. Class Overview:. PART I: Reasons For A Meeting Before, During, & After A Meeting Predictable Stages of Groups Informative and Advocacy Briefings The Staff Briefing PART II: Meetings vs. Briefings How to tailor to your CAP needs. Meeting Reasons. Problem-solving

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Meetings & Briefings

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  1. Meetings & Briefings

  2. Class Overview: • PART I: • Reasons For A Meeting • Before, During, & After A Meeting • Predictable Stages of Groups • Informative and Advocacy Briefings • The Staff Briefing • PART II: • Meetings vs. Briefings • How to tailor to your CAP needs

  3. Meeting Reasons • Problem-solving • Planning • Training • Other?

  4. Before the meeting: • Write out an agenda and establish a desired outcome • Set a start time and end time • Plan time for questions • Give the agenda and supporting documents in advance • Lack of planning = no meeting

  5. During the meeting: • Start on time. Don’t wait for tardy attendees. • State the desired outcome of the meet • Assign someone to take minutes • Stick to the agenda and time schedule. If you don’t get what you want done, schedule another meeting!

  6. After the meeting: • Review the minutes and send them out in memo format as soon as possible • Follow up with any issues that were raised, questions asked, etc

  7. Stages of a Group: • FORMING • STORMING • NORMING • PERFORMING

  8. Forming • Time of uncertainty where members try to determine their place in the team • What role, how will other perceive me, what can I contribute, etc • Excitement, anticipation, optimism, pride in being chosen, suspicion, fear, anxiety

  9. Storming • Conflicts begin to arise • People become impatient about lack of progress • Personal thoughts and feelings: • Will I be able to influence? • Will the group leader be effective? • Will the group include my own goals?

  10. Norming • Team establishes cohesiveness • People begin to accept the “norms” • Personal thoughts and issues: • What roles do I know others play in this group? • What do others expect from me? • What do we and don’t we discuss? • Giving and accepting criticism

  11. Performing • The team develops proficiency in achieving its goals • Relationships and expectations accepted by the team • Selfless Phase • Personal thoughts: • What can I do to help the group accomplish its task more effectively? • What can we do as a group to become more effective?

  12. The Informative Briefing • Facts only – not for recommendations • Structure: • Short introduction to present the topic • Body with clear and objective facts • Conclude with a short summary • Be brief • Stick to the point and avoid being broad • Prepare for possible questions and have answers ready

  13. The Advocacy Briefing: Credibility • Credibility is the most important part • Personality, appearance, knowledge, sensitivity, integrity, organization, preparation, approach, etc all effect • Gaining & losing credibility • Be a person with whom people enjoy agreeing

  14. The Advocacy Briefing: Setting • Setting depends on audience • Controlling setting means you can prepare in advance to accommodate • Eliminate all Distractions!

  15. The Advocacy Briefing: Timing • Energetic = morning • Anxious & Impatient = before lunch • Agreeable = immediately after lunch • Asleep = mid afternoon • Pressure = just before quitting time • If you can control when it happens you have another tool at your disposal

  16. The Advocacy Briefing: Organization • Reason • General to specific • Problem-solution • Present both sides, don’t play cat and mouse, restate, anticipate, don’t freeze!

  17. The Staff Meeting • Provides exchange of information • Varied information may be presented depending on level of command • Incorporates various presentation types • Often resembles advocacy and information briefings.

  18. Part II: How It Relates

  19. Meetings Encourage discussion / debate Works well with small groups Relies on agenda to accomplish tasks Happens in reaction to an event Could be used for planning purposes Briefings Conveys lots of info quickly & effectively Allows you to present the full story Manages large numbers easily Can be used as a preventative tool Could be used to convey plans Meetings vs. Briefings

  20. Common uses of CAP “Meetings” • Cadet Advisory Council • Squadron staff meetings • Encampment Staff Meetings • Activity meetings (FTX, ALS, etc) • Planning committees (Christmas Party, etc)

  21. Commander’s Prerogative • You get to decide what type of briefing or meeting is used • You get to set the agenda • You determine how it is presented • You control the success

  22. Summary • Speaking • Meeting • The Informative Briefing • The Advocacy Briefing • The Staff Meeting • Tailoring to your needs

  23. Questions?

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