Chapter 20 Chapter 18 How to Speak in Meetings

Meetings provide opportunities for communication between people inside and outside the organization and are also an important tool for implementing management.Therefore, meeting eloquence, especially the speaking art of chairing a meeting, has become a topic of interest to many business managers and government leaders. The success of a meeting is also inseparable from a good host.The meeting host plays a decisive role in organizing the meeting, grasping the theme of the meeting, controlling the process of the meeting, mobilizing the emotions of the participants, correctly guiding the discussion, mastering the meeting time, and improving the quality of the meeting.The same meeting is chaired by different people, and its effect will be quite different.

A lot of people think that meetings are just a formality and that hosting them is easy.actually it is a kind of misunderstand.It is not an easy task to really host the meeting well, fully mobilize the enthusiasm of the participants, and achieve the expected results. The leader is the "helmsman" of the meeting. He must grasp and steer the boat of the meeting at any time, inspire and guide everyone, always follow the established topics and agenda of the meeting, and conduct sufficient discussions in order to achieve the expected goal as scheduled.This requires that the leader must make the participants fully understand the topic.At the beginning, it is necessary to explain what topics are shared by the meeting, how to conduct it, what are the requirements, what tasks the participants will undertake, and many other links. No matter which link is not handled properly, it will affect the effect of the meeting.Effectively hosting a meeting is an important aspect of a leader's speaking level, and it is also a basic skill of a leader.

Among them, which one should be decided by the participants at the meeting; which one only needs to listen to the opinions of the participants for further supplementation; which one is just an informative greeting and introduction, and will not be discussed for the time being ; Which one of the participants must be consistent with the superiors, only study how to coordinate actions and so on.In order for the participants to understand clearly, then the leader presiding over the meeting must speak clearly and explain the purpose, requirements, and content of the meeting to everyone.The level should be clear, the logic should be strict, the expression should be accurate, and the center should be prominent.Do not disregard primary and secondary, regardless of severity, and the content is complicated, so that the listener does not know what to say and has nothing to follow.Therefore, to do a good job in hosting work meetings, leaders need to pay attention to the following points:

This is the easiest principle for the person in charge of the meeting to implement.And due to various historical reasons, it is difficult to implement one.Due to the lack of meeting consciousness, some people think that the meeting is not important, and they will arrive at ten o'clock at nine o'clock;In such situations, leaders should lead by example.Only in this way can the meeting have a good start, and it is also the first step to improve the efficiency of the meeting. When a leader speaks at a meeting, it is the most basic requirement to let every word and sentence he utters reach the ears of the participants.The loudness of our speech not only refers to the volume, but also includes the strength of the speech, clear enunciation, and a strong sense of rhythm.Can express the self-confidence of leadership and the strength of struggle in the voice.If the leader's speech is weak and the tone is flat, it will appear to lack vitality.Leaders can express rich thoughts, feelings and viewpoints through the change of tone, so that the participants can resonate in thoughts and feelings, and make their speeches more appealing and shocking.A solemn and serious meeting requires a gentle and steady tone; a cheerful and relaxed meeting requires a brisk and casual tone.

Be sure to include everyone in the discussion and in the decision making.If you know a meeting attendee likes to make post-meeting comments, try to get him to speak at the meeting and make his point clear.That way, he can no longer disagree after the meeting.This requires the cooperation of other participants.It's an art of leadership that saves a lot of time in meetings. Talking privately in a meeting will only lead to conflict and discord.The moderator cannot allow anyone to break up the meeting into sub-groups.It should be possible for all participants to hear everyone speaking.If the whisperer persists, draw everyone's attention to him and kindly ask him to tell everyone what he has said.

Don't turn a blind eye to differences, and don't try to avoid them.Acknowledge disagreements and bring them to the attention of the participants.Disagreements are made public so that participants can make informed choices.You can ask both sides of an argument, "Which side are you really on?" Then ask, "Why did you take that position?" Finally, ask, "What do you suggest we should do?" will weaken. As soon as you find that there is going to be a "cold situation", immediately use comments, questions or explanations to encourage everyone to continue the discussion.Be aware that the gradual decline in the opinions expressed by the participants means that their sense of urgency and ability to deal with problems will also decrease.

This is often the case during meetings: Sometimes everyone’s opinions are concentrated, but the meeting host cannot sum up in time, and asks everyone to switch to another topic. There is a cold room, which delays time; Without saying a word, some people toss and turn, can't get to the point, and go further and further away; sometimes people argue endlessly and are not convinced by each other. Summarizing is a technique for reporting to everyone how the meeting went.The moderator can also summarize the differences of opinion to draw the attention of the participants.Otherwise, disagreements will be ignored in the discussion.It's frustrating for everyone if it doesn't show up until the end of the meeting.

The weight of language is composed of two main factors: meaning and attitude.Word meaning refers to the original meaning of language, and attitude refers to the expressions and emotions held when expressing.For example, if the leader presiding over the meeting wants to criticize the work mistakes or major mistakes of the subordinates, there is a problem of weight here.If it is an individual and general error, and the weight of criticism is too heavy, it will be suspected of making a big deal out of a molehill.I am not convinced, and everyone is not satisfied.If it is a major mistake and the weight of criticism is too light, it will not achieve the purpose of educating oneself, and it will also give everyone a sense of protecting the parties involved and covering up mistakes, which will not make those who hear it enough to warn.This is also a requirement of "degree".

Of course, instead of doing specific analysis and convincing people with reasoning, but going on the outline infinitely and talking nonsense, it will not have good results.Therefore, according to the nature and extent of the problem, when speaking, there is a question of what is the appropriate scale between the seriousness and the seriousness. Proportion is a measure of the weight of language.To grasp the propriety, one is to pay attention to the nuances in the meaning of words, especially the nuances between synonyms and near synonyms.The second is to pay attention to the difference between attitude and intonation, which will also affect the weight.Pointing out the seriousness of the problem and making serious criticism does not necessarily have to be loud and harsh.Harsh language, rough attitude, or even hurtful words, taking sarcasm, sarcasm, and ridicule for pleasure will definitely cause the other party's resentment and resistance, which is not conducive to problem solving or unity.

Once the meeting agenda is issued, do not change it, and do not exceed the stipulated time.If meeting proceedings drag on, take immediate action.Clearly tell everyone that the meeting must be completed within the specified time.This is the most popular move. The bright and vivid opening remarks are deeply impressive, and can play a preconceived role and attract the audience.A wonderful opening speech can often attract the audience tightly like a magnet, improve the tone and rhythm of the entire meeting, and enhance their interest in the meeting.As the saying goes, a good start is half the battle.

The opening remarks should not exceed one and a half minutes at most. A muddled opening statement will weaken the sense of urgency to solve the problem and make the meeting face failure at the beginning. The opening remarks should not only clarify the purpose of the meeting, but also point out the key points, so that the participants are mentally prepared and lay a good foundation for understanding the spirit of the meeting.At the same time, you can't talk in a few words, rush things, don't understand the meaning, and have exhausted your words, which will give people a sense of confusion, so that the participants will not understand the topic of the meeting and lose interest in the meeting.A good opening can grab the hearts of the participants at once, leave a deep impression on people, and attract people to continue listening.Just like watching a fascinating movie, people are naturally eager to understand the following plot. The opening remarks should also try to avoid the old, rigid and stereotyped format.According to the actual situation of the meeting, or talk about the situation, or the characteristics of the road, or make a request, or talk about the moment elsewhere, in short, you must adapt to the situation, flexibly conceive, and ingeniously design, so that the participants can enter your well-designed space without knowing it. "trap". Once, Director Zhang called a meeting of the whole unit.At that time, the venue was quite noisy, and the mood of the audience was not stable.Director Zhang started it like this: "There is a joke that Zhang Fei and Guan Yu participated in a military meeting held by Liu Bei. At that time, everyone was whispering to each other, and Liu Bei could not speak. Zhang Fei said: 'Brother, look at me.' So he used it in Chang Banpo yelled at Cao Jun's loud voice, but everyone didn't calm down. Guan Yu said, "Little brother, your hands are not good. It's up to me." So he sat on Liu Bei's seat, stroked his beard and focused his eyes, as if Thoughtful. Now everyone feels strange, but quiet down. In fact, this is just a joke. Everyone whispered to each other just now. Why are you quiet now? This question is left for everyone to think about. The main content I want to talk about today is... "The vivid and appropriate story immediately attracted the attention of the audience, and the venue quickly fell silent. Another time, it was the opposite.Director Zhang was about to speak, and the atmosphere in the venue was too serious, which did not match the content of the speech.In order to enliven the atmosphere, Director Zhang made the beginning again: "A person who is good at speech summed up a piece of experience. To adjust the mood of the meeting, just pay attention to two people: one is the most beautiful, and the other is the most beautiful person. This person can make your speech more colorful; the second is to look at the most restless audience in the venue, calm him down, and make you speak more confidently. I want to learn this method, but we are beautiful here Yes, there are a hundred handsome ones, but I can't find any restless audience, it's hard for me..." The task of the moderator is to spread out the problem clearly and comprehensively to everyone.He also needs to communicate the urgency of solving the problem so that everyone can act immediately. The content to be stated in the opening remarks, including the background, theme, purpose, meaning, agenda and opening method of the meeting, should be concise and clear, and the tone and expression should be consistent with the atmosphere of the meeting. Under normal circumstances, there are three main points for a good opening statement: one is to directly address the topic, outline the key points, and clearly explain the content and theme of the meeting in a concise manner.The second is to make use of the topic to mobilize the emotions of the audience, create an atmosphere suitable for the meeting, and make the participants excited.The third is to use inspiring and inductive language to guide the audience to quickly enter the realm and let the participants concentrate. The speed of the meeting rhythm directly affects the meeting effect, which is a problem that cannot be ignored.If the pace is too slow, it will prolong the meeting time and waste manpower and material resources; if the pace is too fast, it may lead to superficial understanding, in-depth discussions on issues, incomplete research, hasty decision-making, failure to achieve the purpose of the meeting, and serious mistakes may result .Therefore, when hosting a meeting, we must pay attention to controlling the rhythm of the meeting.Inspire and guide everyone, and always follow the established topics of the meeting to conduct full discussions in order to achieve the expected goals. This requires the convener of the meeting to make the participants fully understand the purpose of the meeting. At the beginning, it is necessary to explain what are the topics of the meeting and what tasks the participants need to undertake, and so on.You can draw up a meeting schedule before the meeting, fully estimate the difficulty of the meeting topics, the arrangement of the agenda, possible problems and countermeasures.When expressing the purpose of the meeting, it is necessary to express it clearly and in an orderly manner.Tell the participants all the purpose, requirements, content, etc. of the meeting, and make sure that the level is clear, the logic is tight, the expression is accurate, and the center is prominent.It must not be logically chaotic, with no distinction between primary and secondary, so that the participants do not know what to say and do not know what to do. During the meeting, you should always pay attention to the progress of the meeting and control the rhythm.If the pace is found to be too slow, measures should be taken to mobilize the attention of the participants, take the initiative to ask questions, provide more inspiration and guidance, and remind everyone to hurry up and express different opinions around the central topic if necessary. The same opinions should be kept simple or not repeated.If the pace is too fast, we should remind everyone to keep calm, have enough time, and think carefully. Meeting time has its limits.The general meeting time is limited to two hours, which comes from the consideration of people's physical and psychological conditions.Procrastinating and loose meetings for more than two hours will only increase fatigue and will not produce good wisdom.In order to ensure a satisfactory result within a limited time, the presiding leader has the responsibility to control the rhythm of the meeting, so that the participants can fully exchange opinions and avoid bickering with each other. Some speakers talk too much.They like to talk to themselves and seem to use every meeting to monopolize the discussion.In this case, out of respect for the speaker, the host should generally not speak directly, but should look for opportunities to make clever hints.If he speaks, give him the right amount of time and then interrupt him by saying, "You made a few good points. Now let's hear the others."If this trick doesn't work, limit the time, for example, two minutes for each person to speak.If these eloquent people are allowed to go on and on without end, the end of the discussion may be "wait until the flowers are gone." Some people are unwilling to express their opinions in public and are used to whispering with those around them, which often interferes with the normal progress of the meeting.If the conversation reaches a point where it must be stopped, you can try to interrupt the interlocutor by asking a direct question, or you can stop talking and wait for them to quiet down.If that doesn't work, you can say to them, "If you have something to say, please speak up so that everyone can benefit from your discussion." When the participants discussed a certain issue, due to their different knowledge, background, quality, experience and values, they looked at the issue from different angles, made different judgments and proposed solutions.Participants often hold their own opinions and argue hard.This is an in-depth discussion.But if the opinions have tended to be concentrated, then the moderator should stop the debate in due course.Otherwise, the tit-for-tat parties will not give in to each other, and their faces will be red-faced, which will not only waste time, but also hinder the progress of the following agenda of the meeting.In some cases, the meeting may become the best occasion to vent personal grievances, and some people will use it to cause trouble for the work of departments and units.As a leader, it is very likely that you will become the target of vicious words and be attacked.You may become angry, lose your temper, stand up and reason with the other party.This has actually deviated from the theme of the meeting, unknowingly playing into the hands of the other party.His purpose is to embarrass you and leave a bad impression in everyone's mind.As the chairperson of the meeting, you must ensure that the meeting achieves the set purpose. Ingenious language skills can make you come out of a disadvantageous situation calmly and avoid a meaningless quarrel. To effectively control the process of the meeting, it is very important to make each activity proceed as far as possible according to the predetermined process, and not to change it easily.In a limited time, full discussion around the theme, that kind of unconstrained "discussion" will only derail the meeting and slow down the process.As a moderator, you can use the following methods to correct people who digress.You can say, "That's an interesting point. Does this apply to our discussion?" This may get the other person aware that they've strayed off topic and get them back on track. Although the host of the meeting has made serious preparations for the meeting in advance, some unexpected situations and situations often appear during the meeting.For these situations, the host should be calm and calm, and deal with them properly by his own adaptability. When no one speaks or responds during the discussion and falls into a cold spot, the moderator should distinguish the reasons and take corresponding countermeasures. (1) The participants are not mentally prepared and it is difficult to speak for a while.Especially if there is no greeting in advance, the impromptu meeting is prone to cold spots.At this time, the meeting host can encourage everyone to talk about immature opinions first, and then supplement and improve them during the discussion, or let everyone make short preparations first, and then speak; (2) Participants do not understand or understand the topics discussed and feel unable to open their mouths.The meeting host should explain the topic in detail and clearly, and patiently inspire the participants; (3) The topic of the meeting directly involves the interests of the majority of the participants, and there is a silence caused by concerns.The host of the meeting should first inspire people who have little to do with their interests, or people who are generally recognized as more upright and fair to speak, and then gradually go deeper.As long as someone starts, the cold scene will become lively; (4) The topics of the meeting are difficult and complex, and it is not easy to put forward clear opinions for a while, resulting in a cold discussion.At this time, the moderator of the meeting can start from the shallower to the deeper, inspire everyone to use their brains, and gradually get in touch with the essence of the problem. They can also choose people with strong analytical ability and sharpness to speak first, open a breakthrough and guide everyone to discuss and speak. There is often dullness in meetings, and that's normal.But as a moderator, if you let the meeting fall into silence, you are a failure and an unqualified moderator.When some people are silent at the meeting, the host should think about the reasons for the silence and take targeted countermeasures.Silence in meetings usually occurs in the following ways: (1) Shy, timid silence. Some people are timid, and when they try to speak in front of a crowd, their tongues tighten.Don't embarrass such a person by asking direct questions that are difficult to answer.Instead, ask questions that you think they can answer.For example, questions about their work, their family, or how they handled a particular situation.Praise them whenever you get a chance, pat them on the shoulder, and help them overcome their insecurities when speaking. Some people have better opinions and opinions, but they are silent because of some concerns.In this case, the moderator should find a way to dispel the concerns of these people and support them to speak.Some people are afraid of speaking badly and being ridiculed. They want to speak but dare not speak. The meeting host should look for opportunities to encourage him to speak, express his interest in his speech, and encourage him to speak boldly. (2) Noble silence. If the participants are high-minded, closed-minded, unwilling to say more and keep silent, this type of people is often experienced, more rigorous, and has their own opinions.On the one hand, they want to express themselves, and on the other hand, they put on a lofty air.For such people, the host should give them more encouragement and respect, and let them feel that their opinions are important. (3) Indifferent silence. When the topic of the meeting has little to do with some people, some people will think that the topic has nothing to do with them, and they will be indifferent and unwilling to use their brains.The meeting moderator should take appropriate methods to guide them to the meeting topics and prompt them to think about problems. (4) The silence of opposites. Such people either have different opinions on the topic and don't want to say it, or they don't want to say it to the host, and they will take an attitude of ignoring it.The host should start from the desire of unity, regardless of personal grievances, actively and enthusiastically guide them to speak, change their attitudes with cordial feelings and tone, and attach importance to their speeches, encourage them to express their true opinions, and express their opinions to others. Don't mind incorrect opinions. Of course, there were silences at the meeting for other reasons as well.For example: Some people do not say a word because they agree, some do not make a statement temporarily because they want to hear other people’s opinions, and some people do not express their opinions because they have no new opinions, etc.These situations are normal and do not need to be concerned about. (5) The situation that digresses thousands of miles. Digressions are a common occurrence in meetings, and even the best presenters try to stop them.When this phenomenon occurs too much, the meeting will be derailed and the process will be very slow.As the moderator, your job is to be good at keeping the meeting on track.When digressing, you can't twist it forcefully, and you can't not twist it.Strong twisting will dampen enthusiasm, and non-twisting may lead to ineffective meetings.You can use the following methods: After taking a certain sentence from the discussion, he subtly and naturally led back to the main topic.You can say, "That's an interesting point. But does this apply to our discussion?" This may lead others to see that they've strayed, and bring them back to the point of discussion; Connect with a certain level of meaning of the discussion, propose a new topic and introduce it into the main topic; Use a witty sentence to cut off the discussion and introduce the topic. Dealing with digressions must not be simple and rude, but should try to use a way that does not affect the mood and atmosphere, and remind the speaker in a polite manner.Or, if possible, a gradual integration of more distant discussions with immediate issues can bring everyone back on track.If not, just summarize what has been said so far.This redirects it to focus on the main issues. (6) Whispering situation. What do you do when a person starts talking to people around them and disrupts the meeting?The best thing to do is to ignore him as much as possible.There will always be people who are inconsiderate of others' feelings, and you have to put up with them. If the conversation reaches a point where it must be stopped, you can try to interrupt the interlocutor by asking a direct question.Or you can stop talking and wait for them to quiet down.If that doesn't work, you can say to them, "If you have something to say, please speak up so that everyone can benefit from your discussion." Also, if you want to stop them, ask them to summarize the last few suggestions and estimate their feasibility.They may not be very clear about this in their minds, but if they say it, they will pay attention. Presentation skills at the beginning of a meeting are very important.A good start is half the battle.The smooth start of the meeting laid a good foundation for the successful holding of the meeting.At the beginning of the meeting, the chairman should try his best to attract the interest of the participants, meet the needs of the participants, and mobilize the enthusiasm of the participants.Sometimes the members of the meeting do not know each other, which will affect the discussion and progress of the meeting, so some necessary introductions should be made at the beginning of the meeting.Commonly used introduction methods are: Self introduction.Participants made a brief self-introduction, explaining their name, identity, background and so on.This introduction can be carried out in a certain order, or it can be random and out of order.When introducing, you should usually stand up and take off your hat. Introduce each other.This kind of introduction combines self-introduction with other people's introduction, usually in the order of seating or in the order arranged in advance. Introduction by the Chairman.The chairman of the meeting will introduce the situation of the participants in the meeting one by one. This method is suitable for the situation where the chairman is familiar with the names and identities of the participants.When introducing each participant, the person being introduced should stand up, take off his hat and nod to everyone, and sometimes make necessary supplements. Business card presentation.This is done by handing business cards to each other.Business cards are usually printed with names, identities, etc., and are rectangular, 9-10 cm long and 5-6 cm wide. Men's can be slightly larger, and women's can be slightly smaller.The color of the business card can be white, beige, light gray or light blue. The identity and position are often written in smaller fonts in the upper left corner, the name is printed in larger fonts in the middle, and the address can be printed in the lower left and right corners. , zip code, address, phone number, etc. After introducing the situation of the participants, try to get the meeting into the main topic. There are two ways: one is a more formal meeting, which can be started by a formal speech by the chairman or other important figures; On formal occasions, the chairman can introduce the topic with a story or humorous joke related to the theme of the meeting.Of course, the story or humorous joke must be in harmony with the atmosphere of the venue, preferably with the theme of the meeting. A meeting is an occasion for many people to communicate and communicate. It is very important to create a good or suitable meeting atmosphere at the beginning for its smooth progress. This requires the chairman to have more skilled skills and rich experience in hosting meetings .Specifically, the following techniques can be applied: Create a "me group feeling".This technique is to let the participants have a sense of identity with the meeting psychologically.That is to find ways to make the participants have a strong sense of belonging to the conference group. "Our group sense" is necessary to mobilize the enthusiasm of the participants, assume their responsibilities, enhance the cohesion of the meeting, and achieve the meeting goals.The chairman can go to the participants during the adjournment and have more exchanges with them; the chairman can deliberately emphasize this in the meeting, such as repeating "we", "our", "our this time" in the speech "meeting" and other terms to make the participants feel that "we" are a whole; at the same time, try to avoid using terms such as "you" to refer to meeting members.In addition, special conference signs (such as conference delegate attendance certificates, monograms, etc.) can be used to create a boundary between conference groups and non-conference groups. Conduct an in-depth, granular study of the purpose of all attendees for the meeting, grouping and categorizing the different purposes.When the chairman controls the meeting process, he should pay attention to whether these goals are achieved.Only when the meeting achieves both the purpose of the organizer and the purpose of all participants, can the meeting be more successful. Handle the relationship between the apparent goal and the potential goal of the meeting well, and realize the short-term goal and the easy-to-achieve goal as soon as possible in the meeting.The apparent goal of the meeting is generally the goal that the chairman clearly and clearly announces to all participants at the beginning of the meeting; the latent goal of the meeting is the goal that the meeting does not publicly announce, but actually gradually achieves as the meeting progresses.In this regard, the chairman should always keep a clear head and be flexible to create a good meeting atmosphere.At the same time, the goals of the meeting can be divided into short-term and easy-to-achieve and long-term and difficult-to-achieve.When arranging the meeting, the chairman should make the short-term and easy-to-achieve goals realized as soon as possible, which will increase the interest of the participants and stimulate their confidence to ensure the smooth progress of the meeting. Use the experience, expertise of the participants.Although at the beginning of the meeting, the participants did not know much about the situation of the meeting, but each member has his own special knowledge, culture, experience and experience.The chairman should try his best to mobilize the functions of these potential factors and let the participants put forward reasonable suggestions.Of course, the way to put forward reasonable suggestions can be oral speech, or leave a message in the opinion book.In short, find ways to make the ingenuity of the participants fully utilized. Be tolerant of attendee mistakes.Meeting members sometimes behave inappropriately.In this regard, the chairman should not take a fiercely critical attitude, but should try his best to be tolerant.As the meeting progresses, I believe they will be amended and improved. Improper criticism will destroy the atmosphere of the meeting and make the interpersonal relationship tense throughout the meeting, which is not conducive to the realization of the meeting goal.Of course, if individual participants have ulterior motives and intentional sabotage, they must resolutely fight back and not allow their goals to be achieved. A good start is important, but the real success of the meeting requires the chairman to make unremitting efforts during the meeting to make a good meeting atmosphere throughout.The following methods are frequently used by meeting chairpersons. discuss.This is the primary form of communication among participants, and one of the chairperson's basic responsibilities is to encourage and facilitate discussion.For the issues to be discussed, do not prescribe a certain answer before the discussion, and allow various opinions to be fully expressed.The members participating in the discussion are equal, and there is no question of who obeys whom, but should obey the facts or truth. When presiding over the meeting, the chairman should give every member the opportunity to express their opinions.Although there are often main speakers in the discussion, it cannot be monopolized by a few people; if necessary, the speaking time can be limited.The chairperson should also keep track of the direction of the discussion so that it stays on topic.During the discussion, it is forbidden to have no connection or communication between the speeches, each sings its own tune, and the questions are scattered or even formed into small groups.In the middle, the chairman can focus the discussion on a certain point through some necessary interruptions and brief summaries.Sometimes, in order to ensure that all participants have the opportunity to express their opinions, the number of participants can be appropriately limited or divided into small groups for discussion.There are also two ways of grouping: one is to group people with similar professions, qualities, and ages together; the other is to group people with different professions, qualities, and ages together.The former method helps to focus the discussion and facilitate the formation of a harmonious relationship; the latter method helps to study the problem from all angles and avoid one-sidedness. ask questions.An important skill in running a meeting is being good at asking questions.Asking questions can grab the attention of the entire meeting and help people think deeply.When asking questions, we should pay attention to grasping the timing, the questions should be clear and specific, and the language should not be vague.For example, when the discussion has touched on a certain issue but the focus is not very clear, asking questions in a timely manner can often bring the discussion to a climax. There are different ways to divide the types of questions raised. Some people divide the questions into open questions and closed questions.The former refers to a question that has no fixed answer and is freely answered by the questioner; while a closed question means that the questioner has designed two or more answers, and the questioner is asked to discuss the pros and cons of these answers.Others divide it into general issues and individual issues.The former refers to the questions raised by the chairman to all participants; the latter refers to the questions raised by a participant. Handling of disagreement.During the meeting, different opinions of one kind or another and even disputes often arise, which is also an inevitable problem in the meeting.Due to the different qualities, experiences, and viewpoints of the participants, their interpretations of the problems are also different.The principle that the chairman should grasp when dealing with different opinions is: avoid unnecessary conflicts, and guide different opinions to move closer to the theme of the meeting.Specifically, the following measures can be taken: After careful consideration of different opinions, the chairman puts forward his own point of view.Of course, before this point of view is put forward, there must be enough confidence that most people at the meeting can accept it and end the debate; clarification of the views of the two or more parties to the dispute; Analyze the factors causing the disagreement; Study the views of both or both sides of the dispute to understand the possibility of reconciliation; Take the controversial issue as one of the themes of the meeting, and conduct a comprehensive discussion in order to lead the meeting to a deeper level; If the differences are difficult to bridge, put them aside for the time being and proceed to the next item on the meeting agenda. People have a natural resistance to protracted and lengthy big meetings that are not helpful in solving practical problems.After a meeting, the participants feel that the time was not wasted, the problems that should be solved have been resolved, the differences in thinking have been unified, and the lively and harmonious situation in the organization has been maintained or even strengthened. Such a meeting can be called a success. s meeting.How well a leader conducts a meeting can make or break a meeting.A failed host is like a confused helmsman. People don't know where he will lead the ship.Meetings like this are either dull and boring with everyone "hard to talk" or full of verbal arguments, and people feel like "we had the wrong discussion with the wrong person at the wrong time and in the wrong place." ", the resulting centrifugal force is enormous to the destruction of the unity of the organization.Therefore, the leader who presides over the meeting must clarify the purpose of the meeting, grasp the theme of the meeting, make full preparations in advance, and be confident. "The meeting is now. Comrades, please make a report, and you are welcome..." "Please sit down, comrades, the meeting is now. The first item..." This is the cookie-cutter format we have experienced.This opening is stale and boring.It is essential for the opening statement to state the theme, purpose, significance, agenda and method of opening of the meeting, but this is definitely not to be confined to the program and not to be modified, but to be flexible according to the actual situation. . The smooth progress of the meeting depends on the creation of a good meeting atmosphere. A wonderful opening speech can make the participants feel that what is to be discussed is an issue related to people's immediate interests or a common concern of everyone, which can stimulate the excitement and enthusiasm of the participants. Attract their attention, fully mobilize various positive factors, and lead the meeting to a complete success.There are many types of meetings, and the atmosphere required for each meeting is different.The opinion-soliciting meeting requires all parties to speak freely and brainstorm, and what is needed is a lively and enthusiastic scene; the meeting to study and solve problems needs a serious and solemn atmosphere; the language at the welcome meeting must be full of enthusiasm; Out of Yiyi's farewell. Create the atmosphere of the venue and mobilize people's emotions, not by yelling and harsh voices.For example, in order to solve the problem of poor connection between processes in production, a factory intends to criticize the phenomenon of "grinding foreign workers" existing in individual teams.The leader came up and said: "I brought you here today to let you know that you have hindered the factory. What should you say?"问青红皂白地一通发作，甭说引起对方共鸣，恐怕求得合作都很难。会场成了战场，这会怎么开？ 下面是一篇较为成功的欢迎词的开头，恰与上文中的实例形成对比： “春来谁做韶华主，总领九英是牡丹。”古都洛阳迎来了第九届牡丹花会。热情好客的古都人民，诚挚地欢迎外国朋友、港澳台同胞和来自祖国各地的客人光临洛阳！ ... 主持人的欢迎词真诚感人，令人如沐春风，烘托出喜庆的气氛，遣词又恰到好处，让人感到与当时的场合相吻合而无媚俗之感。 我们开会往往是因为没有找到向人们传递信息和解决问题的更好的途径。正因如此，会议是为实现某种目的服务的一种重要形式，要有明确的议题和清晰的程序。会前，把你要讲的事情列成提纲，保证会议沿着你的思路一步步进行下去，这实际上就是会议进程的程序。要牢记你希望大家会后知晓的思想或中心议题。你的主持要围绕这一主题。有些领导人为了死死控制住会议的进程，要求秘书为自己写稿子，拉条目，会上拿着讲稿一字一句地读，照本宣科，显得机械呆板。记住，念稿子是场灾难，不要照着念。列出发言提纲，发言时再详细讲，既不脱稿，又要离稿讲话，把讲稿上的内容变成自己的语言，才能令听者觉得亲切自然而非味同嚼蜡，才不至于让人觉得你生拉硬套，不顾会议实际情况只会埋头读稿子。有一年，谭震林同志在湖南攸县蹲点，在一次县社干部会议上，发言的人都是捧着稿子念，枯燥乏味，与会者不是打哈欠，就是抽烟。又一个人讲话念稿子了，念得磕磕巴巴。谭震林打断他，问：“你的稿子是谁写的？”被问者支支吾吾地承认，是别人帮助起草的。谭震林从衣袋里摸出自己的讲稿说：“今天的讲话是你讲，还是别人讲？我都不敢像你那样，三页半的稿子，还要秘书给起草。”他接着批评道：“官，越当越懒！讲十几分钟的话，都要别人替你写个稿子，这样，不脱离实际才怪！”为了给被批评者下台阶，他又说：“我打断你的话，很有点不礼貌，为了倡导一种风气，我就要这么做。就是要你知道，这样干是不行的。”谭老犀利的话语批判了在某些领导干部中存在的官僚主义作风，同时也告诫我们，要想不照本宣科，就要身体力行，做最充分的准备，保证心中有数。 主持一个会议，一般都要在中间搭桥接榫过渡照应，把整个会议连缀成一个有机的整体。可以说，这个连接过程也是主持人自我发挥的大好机会。领导者是否具备上佳的口才和出众的机智，人们将通过他所表现出的组织与概括能力做出自己的评判。主持人所用的连接语不外乎承上启下，肯定前面的，画龙点睛；呼出后面的，渲染蓄势。比如“刚才同志的发言直陈胸臆，甚是精彩。下面我们再来听听他的高见。”凡此种种，不一而足，应视具体情况而定，不拘一格，恰到好处为佳。我们不妨再看一个例子：有人主持“我是一名共产主义战士”的演讲，其中上一位讲了《人与共产党人》，下一位讲《要有艰苦奋斗的创业精神》。他在这两篇演讲之间说：“共产党人是人，但又不等于一般的人，共产党人要无私无畏，要经得起风吹浪打，这就离不开艰苦奋斗。下面请听同志演讲。”寥寥数语，过渡自然不着痕迹，又无牵强造作之感。 会议的时间有其限度。一般会议的时间以2小时为限度，是从考虑人的生理以及心理的条件而来的。超过2小时以上拖拖拉拉、松松散散的会议，只会增加疲劳而不会产生好的效果。为了保证在有限的时间获得满意的结果，作为主持的领导者有责任控制会议的节奏，有张有弛，既使与会者充分交流意见，又要避免发生互相扯皮的现象。 有些发言者话太多。他们喜欢自己说话，似乎要利用每次会议来垄断讨论。对于这种情况，主持人出于对发言者的尊重，一般不应当面直说，而应寻找机会做出巧妙的暗示。如果他发言了，给他适当的时间，然后说：“你提出的几点很好。现在让我们听听其他人的。”以此打断他。如果这一招不灵，就限定时间，比如，每人发言两分钟。若是任由这些口若悬河者不着边际、没完没了的宏篇大论，结束讨论怕是要“等到花儿也谢了”。 有的人不愿在大庭广众之下发表自己的意见，而习惯于与周围的人窃窃私语，这往往会干扰会议的正常进行。如果交谈达到必须加以制止时，你可以通过直接提问来试着打断交谈者，也可停止发言，等着他们安静下来。如果这也不管用，你可以对他们说：“如果你们有什么要说的，请大声说出来，好让每个人都能从你们的讨论中获益。” 与会者在针对某个问题展开讨论时，由于各自的学识、背景、素质、经验与价值观不同，看问题的角度不同，做出的判断、提出的解决方案也不尽相同，与会者往往会各持己见，据理力争。这是讨论深入的表现。但如果意见已趋向集中，这时主持人就应适时终止争辩。否则，针锋相对的双方互不相让，争得面红耳赤，既浪费了时间，又妨碍会议下面议程的进行。在一些情况下，会议或许会成为发泄私人恩怨的最好场合，有人会利用它来给部门、单位的工作制造麻烦。作为领导，很可能会成为恶语中伤的对象，遭到攻击，你可能会恼羞成怒，大发雷霆，站出来和对方理论，这实际上已经偏离了会议的主题，不知不觉中正中对方下怀。他的目的就是要让你狼狈不堪，在众人心目中留下一个坏印象。作为会议主持，要保证会议完成既定目的，巧妙的语言技巧，可以使你从不利境地中从容地走出来，避免一场无谓的争吵。 有效地控制会议的进程，很重要的一点就是使各项活动尽可能地依照事先预定进程推进，不要轻易加以变更。在有限的时间内，围绕主题展开充分讨论，那种天马行空的“座谈”，只会使会议脱离轨道，进程缓慢，作为主持人，可以采用下面的方法来纠正离题的人。你可以说：“这是个颇有意思的意见。这对讨论我们的问题适用吗？”这样可能会使对方觉察到他们离题了，从而回到正轨上来。 如果把会议搞成一言堂，主持人在上面唱独角戏，就失去了集思广益、各抒己见的本意，也不利于充分发扬民主。领导的水平并不体现在以个人权威将自己的意图强加于人，虽然要有“惟我独尊”的威仪，但在方法上要注意灵活多变。在会议上要善于提问，积极引导，使会场呈现出一种生动活泼、毫不拘谨的局面，才有可能从各种不同角度、不同侧面发现问题、提出问题、分析问题、解决问题。 与活跃的讨论形成鲜明对照的是无人发言或一部分人毫无反应的现象。无人发言可能是人们对某个问题还似明非明，难于发表看法。你不妨以这样的话语加以点拨：“这个问题正面一时看不清，假如反过来看呢？从它究竟有多少弊端的角度看，是否应下决心解决呢？” 对于沉默不语的人可以试试激将法：“老黄，您今天一言不发，看来是想'金杯漱口了！'” 旁边可能会有人接口：“老黄向来能说会道，今天怎么会甘拜下风呢？”这样一激，老黄还能不一吐宏论吗？或者你可采用迂回方式引他开口：“小张，你一直保持沉默，是不是身体不舒服？”对方可能会予以反驳，你正好顺水推舟：“那你就是有不同意见了，说出来让大家听听好吗？”有时也可以就某人的发言因势利导，引导大家顺此深入讨论：“老郑认为我校提高教学质量的关键，不在于严格考勤、考试上，而在于联系实际改进教学方法，说得很有道理。大家对此议论一下吧！”对老郑是个鼓励，大家讨论也有了方向，会议就会深入一步。 主持人打开局面，引导会议进行的技巧水平取决于他的认识水平和良好的思维能力。主持人要能够洞察现场情势，抓住众人共同关心的话题，广开言路。你可以身先士卒，带头发言，为他人作好铺垫；也可以语调亲切，言语诙谐，吸引与会者的注意力，使那些持漠然态度者也能积极投入；也可以层层设问，启迪思考，借助“头脑风暴”（brainstorm）倾听更多意见。会议局面的展开有赖于领导者的引导能力，但根本上还在于领导者应具备较好的素质。 做什么事情务求善始善终，成功的会议总结方式也很重要。“虎头蛇尾”会令与会者有草草收场之感，该明确的认识还模模糊糊，该布署的任务也没有落实，结果大家觉得无所适从，一切照旧。通过会议要收到的预想效果没有实现，白白浪费时间做了无用功。好的总结方式可以起到画龙点睛的作用，强化与会者的记忆，统一认识，并再次鼓动大家的情绪，有效提高会议讨论的质量，巩固讨论业已取得的成果。 可以用总结归纳的方式把会议的主要成果提纲挈领地概括出来，加深与会者的印象。如说：“今天我们学习了×文件，主要收获是……，弄清了以下问题……。现在，方向已经明确，路子已经找到，让我们今后在各自的岗位上大显身手吧！”这恐怕是最简单、最普遍的总结方式，清楚易懂，对与会者给予了有效的指导。 想要一次解决所有问题是不大可能的，也可以用在本次会议中提出而还未得到解决的问题作启发，为下次会议作铺垫。如说：“今天大家提出不少问题，其中'为什么乱摊派之风屡禁不止？'提得很及时很深刻，只是限于时间，今天没有充分讨论。请大家会后广泛收集材料，深入思考，以便下次再议。”解决原有问题，发现新问题，力求工作中更进一步。 选择符合会议气氛和参加者的心理总结方式，或以豪言壮语鼓舞人心；或感同身受坚定信念；或语意激昂痛陈利弊，这些都有助于强化会议精神，引起与会者的共鸣。如在一次救灾总结讨论会上，主持人最后说：“世上总是好人多，天灾无情人有情，这次抢险救灾中，真正体现了一方有难，八方支援；一家受灾，千家关怀。这次讨论交流，大家畅谈了许多感人的事迹，使我们体会到了许多崇高思想。愿这种精神进一步发扬，愿我们的社会更加美好！同志们，希望大家都能有所思，有所悟。散会！” 会议结束时下达指令，做出工作布置，往往能令与会者心悦诚服地接受，并在会后立即付诸实施。因为会议讨论的过程，就是一个化解分歧逐渐求得统一的过程。人们对现状有了更为全面、清楚的认识，对问题的解决方案达成了一致意见，领会吸收会议精神也就顺理成章了，领导者在总结中要直陈胸臆，当机立断。这时就不能还讲求含蓄委婉，支支吾吾，或以试探的口气“你看这么办行不行？”你是领导，决策要由你做出，不要给下属留下优柔寡断，做事拖泥带水的印象。 还有的领导喜欢在会议结束时说些“你好我好，大家都好”之类的话，以为这样就维护了上下和气的团结局面；或是夸大其辞，说什么开了一次团结的会、胜利的会，上下一致，绝无二心；或是动辄上纲上线，发一通什么对组织的前途命运具有决定意义之类的陈词滥调，这些只会让人觉得你不实事求是，招致反感，久而久之，对浮夸之风推波助澜，不利于好的会风的形成。其实，在总结时只要从实际出发，有成绩讲成绩，有问题讲问题，不但不会破坏组织团结，还会唤起成员的责任感、使命感，关心组织的存亡发展，形成更为强大的凝聚力。