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Mastering Meetings: 2 Key Phrases Leaders Need for Efficiency

Mastering Meetings: 2 Key Phrases Leaders Need for Efficiency

As a manager in a company, you may have endless meetings every day.

How can meetings be more efficient? How can everyone participating in the meeting express their opinions? This may be a concern for many managers.

Here are two suggests managers use during meetings to improve efficiency.

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01-Effective Managerial Communication: Empowering Subordinates for Success

When announcing the end of a meeting, remember to say, “So-and-so, please stay for a moment.”

This sentence is important because everyone present, including the person mentioned, can hear it.

This practice sends a signal to others: the task that the mentioned person is about to undertake has been fully authorized by me as the manager. “So-and-so, please stay” is actually empowering your subordinate.

Subordinates often face various challenges when carrying out their work. As managers, we can use our social and professional experience to assist them, providing support in dealing with complex problems and coordinating relationships. By empowering and supporting them, we can reduce the difficulties they face in work coordination.

At the same time, as managers, we need to be aware of the importance of empowering subordinates through communication. Let everyone see that you have more trust in this subordinate and that you have detailed plans for their work.

This can also help your subordinate to achieve greater goals sooner. By having more authority and making fewer mistakes, they can accelerate the progress of their work.

In conclusion, for managers, every word is not spoken casually. If you have this understanding of managerial communication, you know that you have many tools and methods to improve your relationship with your subordinates.

02-Fostering Empowerment and Growth: Encouraging Subordinates to Think and Solve Problems

When your subordinates come to you with a problem or ask for a solution, remember to say, “Tell me your thoughts first.”

Why? Because we need to give our subordinates ample space for thinking. For example, during a team meeting, if your subordinate suddenly brings up a topic or asks, “What should we do about this situation with the client, boss?” Remember to keep your mouth shut. Remind yourself not to jump in too early with a solution, even if you know one. Instead, learn to say another phrase: “I understand the situation, but I would like to hear your opinion first. What do you think?”

Many times, when subordinates come to you with questions, it’s not because they don’t have any ideas in their minds, but because they haven’t had the opportunity to express their thoughts. By using, eveyone has a oppportunity to express their opinions and their worries.

If they always come to you for answers, over time, they will become dependent on you, believing that you will always come up with solutions for them.

Many managers often feel exhausted and frustrated, thinking that their subordinates are not growing and not taking initiative. But fundamentally, this is a problem with the manager’s approach.

In the workplace, there is a type of leader that is particularly annoying, known as the “helicopter leader.” They hover over their subordinates’ heads, shining a flashlight down, ready to swoop in at any moment.

As managers, we must be vigilant and avoid becoming “helicopter leaders.” If you are a “helicopter leader,” then you’re in trouble. Your subordinates may constantly come to you with questions, and your time will be fragmented. The result is that you will exhaust yourself, become angry every day, and feel like your subordinates aren’t doing anything, that all the work is being done by you.

Therefore, as managers, we must assume the responsibility of managing, not solving problems for our subordinates.

Author: Ashley Mitchell

Team meeting expert with over 10 years of experience in facilitating productive and engaging meetings. Ashley’s passion for effective communication and teamwork has led her to become a sought-after consultant and speaker in the field of team meeting management.

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