MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

and reflect on its consequences.

3. During the meeting: participate

Make an orderly speech, structuring the content mentally before starting. Write down key ideas on a piece of paper. Speak at the right time and when necessary. Do not speak, to give the impression of participation. Make an orderly speech, with structured content and writing down key ideas. Speak at the right time and when necessary. Intervene to support and soothe when conflict arises. Avoid an aggressive style when giving your opinion, as the immediate reaction is to put the interlocutor on the defensive. Let others participate and moderate impulses, do not monopolise the meeting.

4. At the end

Do not leave the meeting before it is over unless you have given prior notice to the participants. There is nothing more demotivating than ending a meeting by dissolution. If a consensus is reached, the agreements reached by all should be taken as your own. Once a resolution has been reached, there is no point in going back to the previous arguments.

7.5. Conflict resolution

Sometimes the meeting is perfectly prepared, we have taken into account all the details and while it is taking place, problems appear that we had not foreseen. How should we act? We are going to differentiate those elements that can hinder the outcome of the meeting, providing possible guidelines for action.

CASE: ANYTHING ELSE?

Ed is leading a project on the landscaping of various parks in the city. Last Monday he convened his team for a meeting.

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