Winning by Checklist

Use success communication, plan concepts, improve focus clarity & emotional intelligence, solve problems, learn project management strategies, achieve goals

Simone Janson, Simone Janson, Simone Janson

• Publisher: Best of HR – Berufebilder.de®
• Year: 2024
• ISBN:
  9783965965157
• Edition: 4
• Topic: Psicología
• Subtopic: Psicología aplicada

In the 4th, completely revised edition of this groundbreaking guide, published by an award-winning publisher, renowned experts (overview in the book preview) combine their knowledge with interactive AI. This unique combination of decades of experience and state-of-the-art technology enables you to master challenges on a whole new level. Thanks to the innovative transfer of information, complemented by personal experiences of success, you can realize your goals and reach your full potential. Because success is always the result of structured processes that you can check off as on a checklist - a plan for winners. Unfortunately, many people do the opposite: namely, they simply do not achieve goals because they set priorities incorrectly in everyday life and go through unstructured decision-making processes. Often, uncomfortable tasks in particular are postponed rather than completed immediately. And we often don't dare to clearly prioritize things that are important to us and to communicate this accordingly. Yet good, correct decisions are extremely important in everyday life and in the professional world. This book shows how to tackle the problem and thus helps to organize one's own workday in a better, more productive and structured way using a checklist and to achieve important goals. For its concept "Information as Desired, " the publisher won the Global Business Award as Publisher of the Year and received government funding. It is also a partner of the Ministry of Education and Research of the Federal Republic of Germany. The goal to give you the best possible content on topics such as career, finance, management, recruiting, or psychology goes far beyond the static nature of traditional books: The interactive AI Extended Books not only provide AI-optimized content in several languages based on data analysis but also allow you to ask individual questions and receive advice tailored to your personal interests. Each book contains detailed information and examples for your successful use of AI. You can utilize AI software for free, download e-courses, collaborate with workbooks, or engage with an active community. So you gain valuable resources that enhance your knowledge, stimulate creativity, and make your personal and professional goals achievable and tangible. Expertise and technical innovation go hand in hand, as we take the responsibility to deliver well-researched and informed content seriously, honoring the trust you place in us. Due to the unique combination of human expertise and innovation, we can publish works that meet your requirements in every aspect. And furthermore, we want to offer you the opportunity to make your journey towards personal growth and success even more unforgettable. We understand that true change occurs not just in the mind but primarily through personal experiences and application. Therefore, we've conceptualized special success journey experiences tailored to each book for you. Be inspired to elevate your life to an entirely new level. By purchasing the books, you can also do good: The publisher dedicates about 5 percent of book sales revenue to socially relevant or sustainable projects. We provide scholarships, support innovative ideas, and contribute to climate protection initiatives. Publisher Simone Janson is also a bestselling author and one of the top 10 influential German bloggers according to the Blogger Relevance Index. Additionally, she has been a columnist and author for renowned media outlets such as WELT, Wirtschaftswoche, or ZEIT - more about her can be found, among other places, on Wikipedia.

An overview of efficient meetings: Prepare properly, communicate, argue [20 checklists & 10 tips]
// By Simone Janson

Meetings offer the best opportunity to shine in front of others and thus considerably improve your own career opportunities. Unfortunately, this opportunity is often given away. With good preparation, skilful arguments and a dose of quick-wittedness, you can convince colleagues and supervisors of your skills.

Optimally preparing meetings for argumentative reasons

Every Thursday afternoon at 15 pm, Mr. P. has team leader's talk. The goal: The team leaders should exchange ideas and get an impression of the work of the other departments. It looks like everyone is throwing in something that comes to mind and saying something to a few people.

At some point - the end is usually open, so nobody knows exactly when - the moderator ends the meeting. Mr. P. is happy to come back to his desk, because he finds these meetings a mere waste of time. In doing so, he can effectively use them for his career: he only has to prepare himself optimally so that he can present his work convincingly. This is just a typical meeting: unclear event, unmotivated participants.

How to find out about the meeting

Bring the meeting in the best possible preparation - even as a participant. Even as a simple participant, you can advance the meeting by asking questions or constructive suggestions without stepping on the moderator's feet. If the meeting does not have a moderator: Offer to host the moderator yourself.

For a targeted preparation you need all the important information. Ask specifically if they are not already on the invitation. Especially with superiors interest makes a positive impression. Of course, if you invite yourself, you must inform the others. List all information carefully. The overview helps you to gather ideas for your reasoning.

Checklist: What does the invitation about the meeting reveal?

The invitation you received to the meeting reveals a lot that you need to know.

• What is the theme of the meeting, what is it about? How exactly does the agenda look? How much time is available to each participant to present their own ideas?
• What is the goal of the meeting, what should be the result? Are ideas, results or the like only presented or should decisions be made and solutions be sought?
• Is there a moderator? Who is hosting the meeting?
• How many people participate? Who participates? Do the participants know each other? What are the participants' previous knowledge? Is the knowledge heterogeneous or homogeneous?
• Is participation voluntary or obligatory? Is the date suitable for you and other participants?
• When exactly does the meeting begin? When does it end? How many breaks should take place? (Important: a fixed time frame)
• Where does the meeting take place? How is the room equipped (lighting, temperature, tables, seating, catering, etc.) What is the technical equipment of the room (flipchart, beamer, projector, etc.)

Set yourself concrete goals

Do not just think about your personal goals: A meeting also means that you act together with others and find solutions. Try to reconcile personal and common goals wherever possible. Mr. P., for example, defines the common goal for the next team leader meeting as the company has to save and everyone has to help. His personal goal: his team should suffer as little as possible from the savings.

You should define goals concretely. If you put your goals in writing, positively and as concretely as possible, you will have an ideal starting point for your argument. Wrong: "I want my team to save a little." Correct: "I want my team to save in a maximum of two areas."

Checklist: Skilled Arguing in Meetings

Always keep an eye on your goal. The following tips will help you understand the goals of the meeting. When you know what you want, it is much easier for you to come up with the appropriate reasoning because you have clearly defined your point of view.

First deal with the common goals. Write these down as concrete as possible:

• What are the views of the different participants? What wishes and needs do you have? What are the goals and interests behind it?
• What results do all or most of them get the maximum benefit from? What could a result look like that everyone is happy with?

Then make your own goals clear. Formulate here again exactly. The overview is of course only for you and does not suit anyone.

• What do you wish? What are your wishes and needs? What would you benefit from?
• Which result would you be most happy about? Or: What do not you want? What would you be angry about?

If your personal interests are in conflict with everyone's common interests, ask yourself, what is an acceptable compromise for you? And which result could you accept in any case? Clearly set your limits for yourself.

Prepare yourself in a short time content

Save time by researching facts purposefully. Not every meeting also covers your area of ​​expertise, where you can shine. Nevertheless, familiarize yourself with the facts, so that you can contribute something sensible to the topic. Save valuable time by narrowing down the mass of information from the outset with a specific question - as close as possible. Only on precise questions you will get accurate answers.

Create a table. Formulate a specific question in the first column, and in the second column, evaluate how important this question is. With this information you start, only if you have time later, you also take the others. Finally, in column three, write where you find the information.

Someone else researched for you

If you do not have time to do the research yourself, you can ask someone else for it. Pay particular attention here to specific questions and instructions, so that the result is also usable for you.

Mr P. would like to make suggestions on how the company can save and at the same time be armed with facts and arguments when other team leaders suggest saving in his team. The question "How can I best save?" does not get him any further, it is too vague. Instead, he thinks about various alternatives and asks specific questions about each. In the end, thanks to his overview, he knows exactly what he is looking for and where to start.

Examples of exact questions	Where can I find the information?	Important?
How did other departments save?	Experiences of colleagues ,. Numbers from the company	Important
What effect does saving have on the motivation of the colleagues?	Experiences of colleagues ,. Numbers and material from the company	Not so important
Does saving affect the quality of work? Are there any numbers?	Experience and figures from the company, scientific studies (Internet)	Important
Does a quality loss affect the total sales of the company? Are there any numbers?	Sales figures from accounting; Experiences of comparable companies (press reports and internet)	Very important

So you will quickly find suitable information with your own archive

Surely you also know some topics that are real long-time favorites. So you do not have to research each time: Create your own archive for specific topics, which you maintain in between times.

Everything you find on the subject belongs to the archive. It is important that you keep the archive neat, alphabetical and always up-to-date - because you always want to find current information in it and you have to be able to rely on it. There is no limit to the information you collect.

10 Tips: Targeted information gathering

Do not pile up random documents ... Because: clearly sorted material is easier to find! Therefore, please note the following 10 tips:

1. Fast information from the internet is popular, but not always high quality. You can also use libraries or the archives of magazines and newspapers - here you can search with keywords.
2. Whether articles from magazines and newspapers, copies from books or statistical material: always list the author, the full title of the publication medium and the article, place and date of publication. So the knowledge about source and date is still available even after years.
3. Use your own or other experiences and conversations -. Such subjective facts are helpful if you want to argue emotionally or give examples. Make a note of what happened to you or others, what ideas and impressions you had and in what context.
4. Collect everything, texts, pictures, graphics or sound material (eg as MP3). These can support your reasoning.
5. Use the Internet to search for all information specifically.
6. For example, if you search for multiple terms in Google, put them in quotation marks, for example: “save money”, this will lead to all hits that contain both words and then to hits that contain only one or the other.
7. If a term is unknown, put an asterisk in its place
8. If you want to exclude individual terms, put a minus sign in front of the corresponding word
9. If you only search for German-language information, just go to the German site of the corresponding search engine or click on the corresponding option.
10. If you are looking for images, you can search for them specifically on Google by clicking on the "Images" option and entering a search term.

Build up a convincing argument

Write down your arguments - best in a nutshell, so that you can rely on them in the meeting, but not in danger of reading. Their argument, no matter how brief, should consist of three parts:

Before the meeting: Fix your reasoning in writing, so you always have them at hand.

Make a good start

Brevity is the soul of wit. Talk about the essentials right away, don't waste time with well-known banalities such as "We have come together here to discuss the need to save money in the company." You have to interest the audience in your speech right from the start so that they listen and think constructively.

The don'ts

• Do not go into self-praise: that makes us unappealing
• Do not talk about what you want and what works for you
• Do not base your arguments on criticism of others

The do's

• Be brief, precise and polite
• Always assume in your argumentation: what do the others have? What is she interested in?
• Formulate positively and constructively
• As a courtesy: greet the participants and - if the others do not know you - introduce yourself.
• Address the participants directly and personally, for example: "I greet you, Ms. G. and Mr. W."
• Then, first of all, point out your competencies and make it very brief, preferably only in a subordinate clause, what qualifies you for the following argument, for example: “As the head of accounting, I have a good overview of which departments work efficiently and which could save. "
• Briefly outline the focus of your argument, without revealing too much, for example: “I would like to briefly introduce you to an innovative concept with which the company saves 13% of the costs without incurring disadvantages”. This will arouse curiosity and build tension and interest.
• Explain briefly what brought your idea - such as a personal experience. To bring the human factor into the objective idea.
• Be brief: you only have a limited speaking time!

As you skillfully convince in the main part of your argumentation

Your introductory announcements must now be followed by something similar, because you do not want to make empty promises. How to convince others:

Checklist: The benefit for the listener

• Emphasize the benefits that others will get from your idea, including emotionally. Feel free to paint these advantages. Example: “My department makes a significant contribution to the company's turnover, and that is an advantage for all of us”. On the other hand, talk little about your own advantages.
• Point out why this idea is really new and will improve everyone's work, such as: "If we restructure some departments, it will all make us work more efficiently."

Checklist: Positive and constructive

• Always be positive. For example, always mention the effort your idea causes in connection with the result: "The restructuring costs time at first, but in the medium term it saves us a lot of time and money."
• Convince with arguments, not by criticizing others. If you do have to criticize: Be constructive and formulate positively, not destructively. Example: “The advertising department could work a little more effectively. Maybe we could think about what to do together. "
• Underpin the arguments with numbers and facts, illustrate the result with examples.
• Support also shorter speeches with appropriate presentation media.
• Even with the simplest means, you can underlay your speech visually.
• The essentials in brief.

The conclusion of your argument - so your contribution remains in the mind

What was last heard stays in one's mind the longest. With a grand finale you will ensure that your speech remains in positive memory.

Checklist: Summarize your theses

• Summarize your most important theses again: “I have now presented my two ideas for saving”.
• Draw a conclusion
• Briefly explain what you plan to do next: "If my idea is accepted, I can research some additional information by next week."
• Ask the participants for feedback: "I would be happy to receive a short response."

Checklist: feedback and appeal

• If the point is that a decision should be made, then end your contribution with an appeal: "I have now presented my idea to you, if I have convinced you, then vote for it."
• Thank the audience for their attention. This may sound banal, but gives you additional sympathy points.

This is a safe way to start your meeting

In the meeting, you have to implement your prepared argumentation optimally. But: You will rarely succeed in exactly this way. Even Mr. P. team leader colleagues do not listen patiently to his arguments until the end. When it comes to the main argument, his colleague F. cuts him off with the statement “this idea cannot be implemented like this!” the word off. But Mr. P. can bring his argument to a quick-witted conclusion.

That way, you remain confident when your speech is criticized

Unlike a presentation, you are usually only one of many participants in the meeting without special status. Therefore, you are likely to be interrupted quickly.

"We" instead of "I"

Do not speak in the first person. That quickly works like a justification. Speak from the whole group: "We should ..." - this will bring you into an open, constructive and inquiring attitude. "

No pros and cons dialogue

The first impulse in this situation is usually defense: "I think this idea makes sense because, according to my calculation, it will result in considerable savings."

However, anyone who embarks on such a pro and con game is automatically in the weaker position because it has to justify himself and soon finds itself in a dialogue in which every assertion follows a counter-assertion. At the same time, the other meeting participants are left out and then either withdraw from the discussion or lose patience with the fighting roosters.

Questions instead of repartee

Do not hit back on steals and attacks! Rather, play the question-and-answer game. Respond constructively to objections and try to include all other participants as well, by asking your interlocutors to ask for more information and backgrounds. You can then supplement your own facts.

So you also succeed in questioning these deadlocked positions. Because: Mostly opinions are only incompletely justified, for example because they are based on a certain experience or because they are based on a general rule.

For example, colleague F. argues: “I have already tried something similar in my team and the whole team has worked very unproductively.” Only when Mr. P. asked around, colleague W. also spoke up: “Well, we have had very good experiences with this type of work, but there are also some points that did not go so well…” The constructive discussion can start.

Indirect moderation

With such questioning techniques you now indirectly take over the moderation and thus stand out from the other participants. If your “moderation” only lasts a short time and / or you are very skillful, this is not a problem.

But if it becomes a permanent state and attracts attention, other participants and especially the moderator could feel kicked. This is especially annoying if it is your supervisor. So do not exaggerate, just give some food for thought.

Overall, do not hit big on the timpani, but quietly set the pace.

To stay objective

Even if questions are already defusing, it is important to also ensure that you remain objective. Do not imply that the other person is telling the untruth, for example by asking: “Was it really everyone involved?”. This quickly makes him feel attacked and you provoke another attack.

The best questioning techniques and when to use them in the meeting

Questioning techniques distract you first, so you do not need to defend your arguments. Then they help you find constructive solutions in the group without anyone feeling offended. Questions are therefore the optimal technology for a successful meeting. Of course, the situations in which you can use the questions are quite different, but if you look closely, you ...