How to structure frequent face to face meetings between employees and direct supervision to discuss performance - Sadika Kebbi
Sadika Kebbi - "Equipping Others"
IBGR.Network- Profit Radio and to Equipping Others: Episode—4.07.3– How to structure frequent face to face meetings between employees and direct supervision to discuss performance.
Greetings from Beirut, Lebanon! How about some greetings in Arabic today? Marhaba, 2ahlan wa sahlan sharftouna—translation: hello, you are most welcome to my show, it’s an honor to have you with me today.
You are listening to IBGR Network, better known as International Business growth Radio Network—IBGR is our call sign for our radio station, but we are more than that- we are a family of entrepreneurs that came together to create a shared space of collaboration where you can join us to help you start your business, enhance your business, grow your business, or reinvent your business. Anything you need to become an exemplary entrepreneur you can find it on our website especially by joining our community of Commerce where you can connect and obtain an answer to all your questions. Connection is the secret to all your inquiries, as it is also the solution for a better world.
A business faces tough choices every day, therefore face to face meetings to discuss performance are a must. One of the secrets to successful face to face meetings is is to use the I statement. Angry statements tend to begin with YOU and express blame for problems. Starting a conversation with your team in this way often puts them on the defensive, and they are then less likely to hear what you have to say. Try to start with I and express your needs, wishes, recommendations, advice or message, for example you would start the meeting by saying; “ I really would like you to listen to what I am thinking.” Expressing a need is more likely to lead the others to hear you out, and are thus more likely to lead to productive meetings.
I am Sadika Kebbi, your host, coming to you live from Beirut, Lebanon. I am a business consultant, a trainer, coach, and speaker. I am also an NLP practitioner and a meta coach. I created my NGO, or my non-profit organization in 2016, under the name of Being Human, or Kon Ensan in Arabic, with the aim of achieving social cohesion, peace building and women and youth empowerment. I am also a TEDx speaker and would like to invite you to listen to my talk entitled when your enemy becomes human. Along my business journey I learned to acknowledge any truth in someone’s complaint about me, and at the same time I also learned to stand for my rights. In addition, I always made my best to express myself in clear and simple statements, rather than expecting other people to read my mind or anticipate what I want. Ask others for help whenever you need it; tell them what you want and be clear about your expectations such as; “ I need you to have this project done by 3 o’clock today. Please let me know if anything interferes with meeting that deadline.”
For more information go to our website at IBGR.network and download the show notes.
Show Objectives :
What you need to know:
Group goals and roles, shared identity, reciprocity and promoting joint effort are all essential for collaboration to occur. Also vital are positive face to face interactions. People can act as a cohesive team only when they can have some amount of face time with each other. This is true not only locally but also in globally distributed relationships. Getting to know others firsthand is essential to cultivating trust and collaboration, and this need for face to face communication increases with complexity of issues. As Wilson Chu, principal product manager at VMware realized; “ until you see someone’s face, they are not a real person to you.” Thus the first need for face to face meetings is to get to know your team and put a face to the name. It’s not only about discussing performance, or results, but more about knowing your team.
Previous Episode: Episode P4.06.3–How to Build Teamwork in Work Groups.
Next Episode: Episode P4.08.3– How to build reward and accountability systems that drive performance.
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