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In the business community, there is an infinite amount of meetings held per company weekly. There are two main categories of business meetings: long and ineffective or short and productive. The former results from a lack of simple methods that could be applied to maximize participants' time at meetings.
 
The following methodology will demonstrate how to turn a monotonous 1 hour long meeting into a constructive 7 minute meeting. 
 


IPPDA:

IPPDA is an acronym for a methodology that companies should use while holding business meetings. IPPDA serves to combat 'information exchanges,' which are usually extremely time-consuming.
 
IPPDA is a helpful tactic that should be utilized due to its wide-range of applicability. For example, whether a company is holding a morning briefing or a weekly report or even a periodical brainstorming session, the method will always remain the same.

I: "Information that I am communicating." This simple and concise sentence lacks any indication of added judgement or evidence. On the contrary, this sentence is a "dry" piece of information. Moreover, the following sentence: "our results are 20% less than our forecasts" is an example of implementing this information.
 

P: Problems that are encountered upon an objective completion of an assignment. For example, "numerous urgent tasks" or "lack of coordination within the team" fall under this category.  

These obstacles lay at the core of our meeting. Therefore, as a team, we have to face the problems by resolving them and implementing actionable solutions. 

On the contrary, it is significant to note that this step could (and should) be referred to as 'Benefits.' If the results are positive, then it is important to indicate the successful mechanisms that were used to produce this result. Additionally, one should target these mechanisms and attempt to both reproduce and reinforce them. 
 

P: Propositions that the manager brings to the table in order to improve and reinforce current processes and results.

Talented managers ask the participants at the meeting to provide their own suggestions. By incorporating multiple opinions and voices, the idea of collective intelligence renders more impactful and creative. 

An example of proposition is characteristic of "setting fixed time into daily schedules entirely dedicated to long-term objectives and achievements." 
 

D: Decision-making by the chief expert. Primarily, the manager is not always responsible for the final decision. For example, if financial aspects are relevant, then the CFO will contribute predominately. If the conversation is about sales results, then the VP of Business Development will provide his/her input. 

Regarding strategic decisions, you and only you should be the one to decide. This step of "decision-making" is generally viewed as difficult, but in actuality, it is extremely simple if you follow the method. Using one of the aforementioned propositions, the team will be able to implement one of them. 
 

A: Actions that we - as individuals - are given within one week in order to improve our results as a team.

A successful distribution of tasks includes the following four components: 

1. Who is completing the task?

2. When is the deadline?

3. What is the expected result of the task?

4. Does he/she have the necessary resources to achieve success in that task?


Given that the global objective is now well communicated and structured, there is an exceptional chance that you have the ability to turn long and ineffective business meetings into impactful 7 minute meetings.

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