מספר טיפים מעולים לניהול פגישה אפקטיבית

כולנו מכירים את ההרגשה של יציאה מפגישה בתחושה שלא אמרנו את כל מה שאנחנו רוצים או גימגמנו ששאלו אותנו שאלות מתקילות, לא העברנו את המסר ואפילו יותר גרוע, לא השארנו את חותמנו בפגישה.

אז הנה כמה טיפים קצרים שיעזרו לכם לנהל פגישה אפקטיבית ומועילה כדי שתצאו מכל פגישה בהרגשה שהעברתם את המסר שלכם בצורה טובה ביותר ובצורה שתקדם את העסק שלכם צעד אחד נוסף קדימהבצורה שתשפר את העסק שלכם פלאים!

*רישמו מטרה ברורה*

 .זה אמנם נשמע טרוויאלי אבל זה ממש לא. תרשמו לכם על דף לפני הפגישה מה מטרת הפגישה. יצירת שת"פ? גיוס הון? מכירה של שירות וכיו"ב

הצבת יעד מוגדר וברור זה הצעד הראשון ואולי החשוב ביותר כשמתכוננים לפגישה אפקטיבית.

שהרי איך אפשר להגיע ליעד מסוים אם לא יודעים מה הוא בוודאות. תחשבו על מצב שאתם רוצים להגיע למקום מסויים אבל לא יודעים בדיוק איפה הוא נמצא

מה אתם רוצים להשיג בפגישה שאתם מכינים את עצמכם?

האם אתם מחפשים פגישת המשך, פגישת מכירה, פגישת היכרות ועוד.

לסיכום נקודה זו – חשוב מאוד להגיע מוכנים ומכוונים עם מטרת הפגישה. דברים הולכים הרבה יותר טוב ומהר לכיוון שאנחנו מכוונים לעצמנו.

**רישמו מסר מרכזי**

רישמו לכם את המסר המרכזי שאתם רוצים להעביר בפגישה.

האם אתם רוצים להעביר את עצמכם וסיפור חייכם או שאתם רוצים להתמקד במוצר שלכם או בשירות שלכם.

חשוב מאוד לדעת מה המסר שאנחנו רוצים להעביר בפגישה כי הרבה פעמים קורה שאנשים מדברים הרבה מאוד על דברים פחות חשובים (שלא תטעו , חשוב מאוד לדבר קצת גם על דברים שלא קשורים רק לעסקים, אבל לכל דבר יש את הזמן הנכון) ומוצאים את עצמם נשאבים לשיחות שלא מקדמות את מטרת הפגישה.

 

***רישמו מה אתם רוצים להגיד על עצמכם.***

חשוב שיהיה לנו ברור מה אנחנו רוצים להגיד על עצמנו.

אנשים לא אוהבים לשמוע סיפורים ארוכים ולא מעניינים וזה יכול לפגוע מאוד באיכות הפגישה ובסיכויי ההצלחה במטרת הפגישה.

צריך למצוא את הדברים שמבדילים אתכם מאנשים אחרים ומחברות אחרות ולהעצים אותם בקצרה. צריך לחשוב על זה טוב טוב לפני הפגישה  ולהגיע עם כמה משפטים קצרים שיגרמו לצד השני להכיר מצד אחד ולהתעניין מצד שני ובו בעת להבין מה מבדיל אתכם מטובים אחרים

 

***הצעה\מחיר***

רישמו לכם את ההצעה שלכם.

המון אנשים מגיעים לשלב סגירת העסקה ומתחילים לגמגם. זוהי בעיה שנובעת מהמון סיבות פסיכולוגיות כאלה ואחרות ,אבל המטרה של הפוסט הזה היא לא להעמיס עליכם במידע עקיף אלא להקל עליכם ולסייע לכם במתן מספר עצות לייעול הפגישה…

ברגע שתרשמו את ההצעה שלכם תוכלו גם לשלוף אותה מהראש בקלות כך לא תגמגמו וכך גם תראו מאוד החלטיים. תנסו את זה, זה עובד!


אז ככה תנהלו פגישות בצורה אפקטיבית ותוכלו לחסוך המון זמן ולהרוויח יותר כסף.

לקראת סיום נספר לכם בקצרה עלינו – חברת רנטסי מאפשרת לבעלי עסקים קטנים, עצמאיים פרילנסרים וסטרטאפים למצוא את חלל העבודה האידיאלי עבורם ולקדם את העסק שלהם לשלב הבא. במסגרת עבודתנו יצא לנו לראות עד כמה הטיפים האמורים חשובים לניהול פגישות ייעילות ומקצועיות. אם יש לכם עצות טובות נוספות אנו ממש נשמח לשמוע עליהן.

אם אתם זקוקים לחללי עבודה לזמנים קצרים (כגון חדרי ישיבות, משרדים וכו) אתם מוזמנים ליצור איתנו קשר ואנו נמצא לכם את החלל המושלם עבורכם.

נתראה בפוסט הבא

oded@rentse.com

עודד

Rentse Team

Youth catching up with ‘co-working’ culture in India

Youth catching up with ‘co-working’ culture

If you happen to be a coffee-shop frequenter, you might well be used to finding people sitting alone on tables; either immersed in their notes or hooked to their laptops. In general, these individuals are freelancers, work-at-home professionals or people whose work schedules require them to travel often, resulting in relative isolation. However, there has been a sharp decline in the number of such solo-occupancies at tables in eateries over the recent past; a development which can largely be attributed to the rapidly budding phenomenon of co-working spaces. After being a success in several major cities across the country, the idea has now found its way into Nagpur too. We take a look at how the city reacts to this new working concept.

coworking-people

City getting accustomed
In layman terms, this is a style of functioning that involves a shared working environment, often an office, and independent activity. Unlike in a typical office atmosphere, those who are co-working are usually not employed by the same organization. "Co-working spaces are essentially flexible working areas. They help start-ups, entrepreneurs, freelancers and remote workers access all workspace amenities without having to incur fixed costs," further simplified Shailesh Deshpande, the owner of the first such facility in the Second Capital. Within the first few weeks since its inception, the office has attracted around half-a-dozen young professionals from different backgrounds, indicating the city's quickly growing acclimatisation of this new working culture.

Building a community
As more young professionals are tending to set up their own start-ups, the initial days are rather spent in solitude. But co-working is not only helping them deal with this isolation but also making them feel a part of a community with its own culture. "Being a solo-founder, I hardly had any human interaction earlier apart from the handful of interns who I used to meet twice or thrice a week. So co-working helps deal with the resulting detraction along with which, you also feel a part of a working culture without being in a proper office," said Abhijeet Khandagale, who operates his IT start-up from the co-working space. Adding to this, Jayesh Bagde, who owns a Nagpur-based e-commerce website, said, "Despite early days into this working style, we try to catch up with our co-workers for knowledge-sharing and exchanging ideas. Feeling comfortable in one another's presence makes it easier."

Gateway to easy networking
Working with individuals from diverse spheres of life in the same space has been another attraction for young professionals. Anup Wadodkar, who uses the space to work as a freelance content writer, supported, "Belonging from the industry that I do, networking and meeting new people is an important aspect of my work. So instead of working alone from home or coffee-shops, why not be a part of a co-working space that offers you the chance to come across interesting professionals under one roof and build relevant contacts." To this, Shailesh added, "Say, if you have an IT start-up in a co-working space and a person running a digital marketing firm works in the same space, you can seek mutual benefit without any trouble."

Co-working trivia*
– Concept originated in USA
– Over 2,00,000 users worldwide
– Majority of people in 20s or 30s
– Over one-third are women
– CWSs doubling every year since
2006 *stats from a survey

MIHAN been there
Although the city has recently been introduced to the concept of co-working spaces, the Multi- Modal International Hub Airport at Nagpur (MIHAN) has been providing such a facility since 2010, but only exclusively. "We have a central facility building which can accommodate upto 1,50,000 people. However, its usage is restricted to just the export companies within our project, who don't have a proper office but want to start operations immediately," said Atul Thakare, MIHAN's marketing manager.

12 SIGNS YOUR COMPANY HAS AN ENVIABLE WORKPLACE CULTURE

*** originally posted by  TIM STEVENS on FastCompany 

USE THESE SIGNS TO BUILD A HEALTHY COMPANY CULTURE, ONE EMPLOYEE AT A TIME.

But within a few months, I began to realize the department where I was placed did not represent the values of the overall organization. The leadership was more interested in saving face than making decisions based on integrity. Staff members talked about one another in highly negative terms. Complaining and whining were the most common modes of communication. There was little respect for the contribution of others on the team.

A friend and I tried to swing things back to a positive place, but we were sarcastically branded "Danny and Darla Do-Right" since we wouldn’t participate in the negativity. Efforts to make central leadership aware of the toxic nature of the culture were directed back to department leadership—which, of course, was where the problems began. The department completely fractured toward the end of our assignment, and most team members left the organization hurt and disillusioned. Richard Dore, the director of Proteus Leadership Centres, explains what happened this way:

Having a great workplace culture can appear to be rare—and creating one is elusive and near impossible for some managers. People are often frustrated by their culture, with some describing their workplace as being dominated by negative and toxic personalities, with underhanded and manipulative infighting that stifles growth, innovation and results.

There is nothing worse than working in an organization that has a bad culture. It doesn’t matter how much money you make or how many weeks of vacation you are given; when you work in a toxic environment, you still come home tense and stressed at the end of each day. And that isn’t worth it.

On the other hand, there is nothing better than working at an organization with a great culture. You wake up every day looking forward to getting back to work on the mission with people you enjoy being around.

I’m sure this list isn’t exhaustive, but here are twelve signs that a great culture exists in your organization or company:

1. PEOPLE ARE WAITING IN LINE TO JOIN YOUR TEAM

It’s not because you are offering more money than they could find somewhere else. Many times the pay is less. But people have heard about your team, and they would give anything to be a part of it.

2. TURNOVER IS LOW

You should especially pay attention to this in entry-level and mid-level jobs. Often top leaders will stay forever because it’s safe and the pay is good. But if you see people staying for an unexpectedly long time in facility care or accounting, you are probably looking at a healthy culture.

3. TOP LEADERS ARE NOT INSECURE ABOUT OTHER LEADERS SUCCEEDING

In fact, they encourage it.

4. GOSSIP ISN’T TOLERATED

It isn’t just the leaders calling for people to take the high road in their communication. At every level, gossip is shut down with an encouragement to speak directly to the individual.

5. LATERAL LEADERSHIP IS OUTSTANDING

Leading people below you is easy. That is, it’s easy compared to leading people next to you over whom you have no authority. A great culture sees people coming alongside their peers to encourage, or occasionally to correct and redirect.

6. TEAM MEMBERS ARE ENERGIZED BY THE MISSION

You hear leaders at all levels of the organization talking about the mission. It gives them energy, and they are constantly thinking of ways to get it done.

7. IT’S NOT JUST A JOB

People go to movies, hang out at one another’s homes, and sometimes even vacation together. This doesn’t mean they don’t have other friends, but they really enjoy the company of the people they work with.

8. THE TEAM BELIEVES THEY ARE MORE IMPORTANT THAN THE TASK

There is a sense that, as employees, they really matter. They aren’t just people filling tasks; but the culture, systems, language, and structure communicate value. Even in tough times with salary freezes or benefit changes, the vibe is still, "You matter!"

9. PEOPLE ARE SMILING

Walk the hallways and you will see people smiling, enjoying conversations, and having a good time in the midst of high productivity and intense focus.

10. FEAR IS MISSING

People don’t fret if they say the wrong thing in front of the wrong person. There aren’t hushed conversations because of the fear of what will happen if they are overheard. Employees in an organization with a great culture can walk into the boss’s office with a concern and walk out knowing they were heard.

11. COMMUNICATION IS STRONG

From the top to the bottom, people communicate. The staff isn’t surprised with information they didn’t hear until it was announced at a Sunday service or came out in a new product brochure. It is communicated well in advance, with leaders even asking the staff to help find solutions.

12. CHANGE IS WELCOME

People aren’t afraid of change. It’s not that everyone likes change, but most have been through it so many times and have seen the leaders manage change with care and dignity that they no longer dread it. Identifying the evidences of a great culture is all fine and good.

This list might be discouraging if you aren’t working in an environment with such a healthy culture. To that person I would suggest: You have the power to change the culture, one day at a time! Building a healthy culture starts with a few determined people.

In just one department, in one corner of the building, a new culture can begin to emerge. As others interact with the healthy department, they are attracted to it. At their core, no one wants to live in a culture of negativity. People want to love their job. They might not know how to act in a positive environment, and they might resist as you call them out of a place of mediocrity, but ultimately love and positivity always wins out.

Get with others who have the same desire, and take that first step!

This article is an adapted excerpt from Fairness is Overrated: And 51 Other Leadership Principles to Revolutionize Your Workplace (Thomas Nelson, January 6, 2015).

Tim Stevens is the author of Fairness is Overrated: And 51 Other Leadership Principles to Revolutionize Your Workplace (Thomas Nelson, January 6, 2015). Tim is also a team leader with the Vanderbloemen Search Group, an executive search firm that helps churches and ministries find great leaders. For more information, visitwww.FairnessIsOverrated.com.

The Big Share

rentse working spacess around the world

The big share

HBS historian examines a new kind of connectivity

*** Originally posted on Harvard Gazette by Colleen Walsh, Harvard Staff Writer

Need a ride but don’t want to call a taxi? How about a place to stay instead of a hotel? Or maybe you just need someone to fix your washer? If you can access the Internet, you’re in luck.

With the click of a mouse or the tap of a smartphone, users around the world are joining the “sharing economy,” an expanding network of buyers searching for a product or service and sellers eager to deliver what they need.

Savvy entrepreneurs have tapped into this culture of “collaborative consumption,” connecting searchers and sellers for a price. Ride-sharing companies such as Uber and Lyft link passengers and drivers through a smartphone app, and travelers who log onto Airbnb can rent everything from a private yurt in Malibu to a room in an Upper East Side apartment.

Investors like what these companies are offering. Uber recently raised $1.2 billion and was valued at more than $18 billion. In the spring, Airbnb raised $450 million and was valued at $10 billion.

But the new sharing economy raises many questions. Some city officials are calling for more oversight — after a long battle, Uber recently reached a deal with New York’s attorney general regarding its fees — and some experts wonder what “sharing” startups will mean not just for the economy, but for the future of the workforce.

The Gazette spoke via email with the Business School’s Nancy Koehn, a historian and the James E. Robison Professor of Business Administration, about the sharing economy and its implications.

GAZETTE: Can you define the sharing economy?

KOEHN: The sharing economy refers to the system of direct exchange of goods and services among individuals — without an intermediary directly facilitating every transaction. This is theoretical language for peer-to-peer exchange of everything from car rides to spare bedrooms to advice on buying a new television or finding a good plumber. Virtually all of this interchange is enabled by individuals’ access to the Internet, particularly through smartphones, which allow billions of people around the world to connect to each other at any hour of the day or night.

We usually don’t associate the word “sharing” with buying and selling for mutual gain. But that is what is happening in more places than not on the new landscape of this hyper-connected global marketplace. Consumers log into their smartphones to call an Uber ride because the value that each of these individuals derives from the service, such as convenience, comfort, speed of transport, is at least equal to the price they will pay for the ride. Suppliers, including the drivers and Uber, the company broker overseeing all this activity, make a surplus or profit on the difference between what it costs to supply the ride, in the case of the drivers, or what it costs to run the “switchboard” that connects riders and drivers in the case of Uber.

Analogously for Airbnb, this company claims a percentage of the price of the room rented each night from both the individual staying in the room and the person renting out the extra space they have available. Ditto for Angie’s List, which is in the advice or referral business.

As children, we learned to share without any connection to money or tit-for-tat. But make no mistake about it, today’s sharing economy is big business, involving lots and lots of money and all kinds of players motivated powerfully by financial gain.

GAZETTE: What do you think attracts consumers and suppliers to the types of companies in the shared economy, and what role does technology play?

KOEHN: First, there is a directness about calling a limo ride yourself on Uber or Lyft and then rating the driver and car after you get to your destination that is both empowering and seemingly more transparent than calling a car service or hailing a taxi. One has the sense that as a consumer there is more control involved in this kind of transaction than in a more traditional exchange. We live in a very turbulent moment. Whether we are talking about technology, global politics, airline travel, world financial markets, climate change … everywhere we turn, we are confronted with VUCA — volatility, uncertainty, complexity, and ambiguity. Small wonder that consumers are seeking more control in what they buy and how they purchase it.  And suppliers want agency over what they sell and how they sell it.

Second, around the world, there is a yawning trust vacuum. Individuals from all walks of life, particularly younger consumers, simply do not have much trust in established business, governmental, and other large-scale organizations. Against this backdrop, many consumers — and sellers — find peer-to-peer buying and selling to be more appealing because it is not so closely associated with a big business that may (or may not) have a mixed track record in their minds.

Remember the early days of eBay? This was one of the real pioneers in the sharing or connected economy. Consumers jumped on because eBay opened up a treasure trove of previously unavailable goods, almost all of which were initially being offered for sale by people seemingly just like them. Suppliers jumped on because suddenly they had a ready-made garage sale for all kinds of stuff they owned and because they suddenly had mercantile power and reach of their own. Of course, eBay, like Uber and Airbnb, took a nice percentage of all these exchanges and became a big, established company in its own right. But, in the beginning, it seemed to be a kind of “power-to-the-people” marketplace that attracted folks on both sides of the exchange, just like Airbnb today.

Incidentally, Airbnb, Uber, and other new entrants into the connected economy are organizing all kinds of public-relations initiatives focused on getting this message out to the public. Some of this outreach, for example, urges consumers to support Airbnb in its regulatory battles against the New York State attorney general on the grounds that the company represents the power of the people against the overbearing arm of the government. This is by no means the full story of what is going on in New York. But Airbnb knows that the libertarian hook is a powerful card with consumers, and the company is playing this for all its worth.

A third reason that consumers and suppliers embrace the connected economy is that both regard it as good value. This, of course, is the bedrock of all enduring markets. Consumers can efficiently find a huge assortment of goods and services — at reasonable prices — that they might not otherwise find. Suppliers can offer their time, material assets, and energy quickly, efficiently, and profitably to a wide swath of potential customers through companies like eBay, Airbnb, or Lyft.

GAZETTE: What does the future hold for companies like Uber and Airbnb? Their executive officers seem to argue that they are beyond certain regulations required for standard hotel or taxi services, and therefore don’t deserve to be treated the same, yet many city and state officials are urging more oversight. Will stricter regulations harm or even shut down the sharing economy?

KOEHN: The law always lags innovation (the Sherman Antitrust Act of 1890, for example, was created to deal with the enormous power of the Standard Oil Company, which had been founded a number of years earlier). So it is no surprise that Uber, Airbnb, and other new companies find themselves operating in an area where the application of existing laws is potentially unclear. It is also not surprising that these companies are fighting efforts by regulators to apply government rules and standards to their growing market.

If history is any guide, virtually all of these companies will come under the visible hand of government regulation to some degree or another. Existing standards or licensing requirements will be applied to ride-sharing companies as they now are to taxi operators; health and tax code regulations will apply to individuals who supply rooms on Airbnb as these requirements now obtain to hotel companies; and other younger businesses, still coming to commercial shape in the eyes of all kinds of entrepreneurs, will find themselves subject to government requirements and regulations.

There is very little historical evidence that the presence of government oversight shuts down productive economic activity. Rather, the enterprises that succeed and endure are those that understand how to compete effectively within the framework of government regulation because these players understand what is really at stake in the specific lawmaking.

There is a wonderful example of this from the early 20th century when food regulation was in its infancy. In 1906, Henry Heinz, who had founded the pickle and ketchup company of the same name several decades earlier, decided he was going to work for the passage of the Pure Food and Drug Act. Why would he do this? Because he believed that government regulations that required a range of safety and purity standards were good for the larger market of processed food. These regulations would help raise the bar for all food companies and thus increase consumer confidence in food that they did not make at home. Also important to Heinz’s calculations was his own realization that his company was already doing a lot of what the 1906 law was going to mandate. So he was ahead of the game relative to his competition.

GAZETTE: What does the sharing economy mean for the future of the more traditional workforce? What does it mean for the future of the more traditional company?

KOEHN: The sharing or connected economy is part of a larger shift in our collective notions about work. For more than 100 years after the beginning of the industrial economy in the mid-19th century, work for most individuals was done in relation to a larger institution, such as a factory, store, service, or manufacturing business, or a government or nonprofit organization. To be sure, farmers, entrepreneurs, and small business owners worked for themselves. But these latter groups were a much smaller slice of the workforce than the former groups. For much of this time, if one worked for a big organization, one could expect to hold this job for a long time and to earn enough in salary and benefits to live what Americans call a middle-class life.

In the last several decades, this broad social contract and the underlying notions of work associated with it began breaking down. It is still too early to discern precisely what will replace such a contract and our accompanying understanding of work. But some large outlines are emerging. We know, for example, that entrepreneurial work is becoming much more important ― and not just for techies and inventors in Silicon Valley or Boston. We know as well that many of us can expect to work for a range of organizations — of different sizes — during the course of our lifetimes. It is a pretty safe bet that most people will earn their keep doing more than one or two activities and that they, not some big institution, will be the chief architect of their own training and development. In all these respects, the connected economy is emblematic of the future of work.