I remember that many years ago, my supervisor needed to participate in the assessment of the company's global managers. This is not only an honor for personal work performance, but also the company's affirmation of his personal leadership and management ability. He specially invited me to his preparation and I am also grateful for his appreciation and provided one of the themes in my leadership course, which is the training-related experience of how the supervisor meets with colleagues for his reference, and he also passed the test with his own efforts. He also specially introduced me to another manager colleague from Germany stationed in Singapore from other departments and hoped I could also give him some advice. When we met, this colleague asked me about the procedural structure of meetings with subordinates. I suggest that before he enters the meeting theme, he can chat first to ease the tension between each other, and then slowly cut into the theme, gradually leading the conversation to the pre-set goal of the meeting, but the most important key is that the supervisor knows to avoid preconceived ideas and stick to his own opinions. Use the "name" of communication to force or reason with subordinate and how to control the quality of the meeting also involves the quality of the questions raised by the supervisor. Just like holding the steering wheel while driving, manager must know how to steer the conversation. Finally. I am also very happy that this German colleague also passed the test and was transferred back to the headquarters of the German corporate group
Michael
From Taoyuan, Taiwan 20210320
