Handling Meetings in the Execution Phase

00:02 So would you like some invaluable tips on how to handle a kickoff and any other meeting? Of course you would.

00:10 So our first tip is to cross-check everything.

00:14 Ideally, you would have done this throughout the planning phase, but checking your facts with the experts is a must.

00:20 Engineers, architects, I.T.

00:22 developers they're all going to be more knowledgeable in their respective fields than a project manager.

00:28 Double checking with them will enable you to justify your planning decisions.

00:33 However, even though you've consulted and planned from almost every angle, there will still be difficult questions you simply do not know the answer to.

00:42 If this happens, the best strategy is to admit you do not have the expertise to answer this particular question.

00:49 No one will doubt your ability to run this project if you admit you do not know an answer to a very technical question.

00:56 The more important point here is what to do next.

00:59 A good project manager will have to demonstrate.

01:02 This gap will be immediately addressed.

01:04 Assure the group that you will find out the necessary information at the first possible moment and the answer will be provided.

01:11 Then just update your plan accordingly and do what you promised.

01:17 You may also encounter people who are constantly concerned by and untrusting of your plan, even if you believe there isn't a better way or plan to address these concerns.

01:27 A clever idea when this happens is to add their concerns to the risk log.

01:32 It helps when people see their concerns documented and taken seriously.

01:37 As you can imagine, there are plenty of words and phrases to avoid when answering questions and discussing a project.

01:44 For example, if you feel like responding with the sentence, this cannot be done. Consider phrasing it differently, like considering the available time or budget.

01:55 There is a low probability that we can deliver this as per these expectations.

02:02 Of course there are plenty of these, but the two biggest ones that will make a team lose trust in you are.

02:08 I don't know.

02:09 And I hope.

02:12 As we said, if you don't know, approach the situation with a can do attitude.

02:19 Unfortunately, I cannot confirm this right now.

02:22 Let me review over the next day and I will get back to you with an answer.

02:27 Similarly by saying I hope you affectively suggest that you are leaving something up to chance.

02:34 Instead try.

02:37 We have reviewed and plan to meet the goal.

02:40 If we see it as not progressing as our expectations, then we will quickly take actions to bring it back on track.

02:47 This shows that even by chance, something happens, you will take actions to resolve it.

02:53 Notice that in the last quote the project manager said, We instead of I, this is a smart way of promoting team spirit and motivation.

03:03 You and the project would be nothing without them.

03:07 We know you're brilliant, but so is your team.

03:10 And you need to make sure they know that to inspire enthusiasm.

03:16 After all, you are about to create something amazing with a group of diverse people with different skills and backgrounds.

03:23 Motivate your team.

03:25 If you are confident in their success, they will be too.

03:30 Now after t1he kick off meeting.

03:33 Don't forget to send the minutes.

03:35 The minutes not only serve as a reminder, but also as a formal documentation of agreed commitments.

03:42 And speaking of commitments, follow up on your own.

03:46 Demonstrate that the action-owner-due date concept is second nature to you.

03:53 What's the action-owner-due date concept? You ask? Join us next lesson to find out.