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Facilitate, plan and manage a meeting

Table of Content

  1. Plan the meeting

  2. Talk about and listen

  3. Proud of

  4. Vision and mission

  5. Action road forward and direction

  6. Further engagement

  7. Techniques to increase value flow


Plan the meeting

Grow the production arena with information gained by asking questions like WHAT? HOW?
One could shrink ones production arena with "attack" statements / questions like WHO and WHY?
Learn how to constructively "small talk".
Thank you to Ken Smith for the above insights!


How to talk about & listen during the meeting

Listen in a structured manner
Share in a structured manner

Use the Carnegie method of opening or re-starting a conversation when you get stuck during the meeting.

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  • Open or re-start a conversation using the Carnegie model (see the book by Dale Carnegie; Winning friends and Influencing people for more resources).
  • There is basic "stuff" any person on earth feel comfortable talking about. This includes subjects like family, hobbies, travel, interest, art, music and many more such subjects. When a conversation comes to a place where the other person or people are low on energy, in other words they are struggling to communicate with you, use the Carnegie method to re-start the conversation. This process can also be used to start a conversation.
  • Following is a short summary of the method developed by Dale Carnegie:
  • In your mind walk down the street in which the person you are conversing with lives, see the brass plate next to the front door:
  • This leads into questions about where does the individual live or where did they live.
  • Now walk into the house in your mind's eye:
  • Talk about and ask about what you see on the walls, like photographs, pictures, paintings, ornaments and such things.
  • On top of the house, there is an aero plane:
  • Where has this person traveled to or where do they wish to travel.
  • On top of the aero plane is a hobbyhorse:
  • What type of hobbies do they practice and what other interests do they have.
  • On top of the plane, on top of the hobbyhorse sits grandma knitting:
  • Where does his/her family come from and what are they engaged in.
  • Identify the feelings, positive or negative, driving the other individuals in the meeting.
  • Positive and negative feelings
    • We are driven by what we desire:
    • This desire is driven as much by positive feelings as it is driven by what we do not want.
    • Humans appear to be more capable of stating what they do not want than what they do want. We seem to struggle with stating our observations about these negative feelings, the things we do not want.
  • The Issue is
    • Continually ask yourself: "It will be right when? Use "The Issue Is" model to assist in creating clarity.
    • Part of sharing in a structured manner is to be able to lead the other individuals on discovering when something will be right.
    • Statements like "The real issue is..." and "When will this be right...?" is typical of this type of conversation.
  • Rapport and Reflection
    • Build report by body language and using activator statements.
    • Reflect and mirror the other person’s statements to ensure you understand what is being said or asked. For example if someone makes a statement like:”You must remember to complete the letter.” You would then mirror that statement ensuring you understood the other person:”You would like me to complete the letter to John as we discussed previously, would you like me to mail it as well or do you want to read it first?.” This ensures there are no misunderstandings and possible challenging situations.
    • Allow the other person to complete what they want to say. Build rapport by using statements like, "Tell me more", "Wow really!?", "Is it really like that?", "They do that?" etc.


What are the other person/people proud of?

Make the other person feel important

  • What are the other person/people proud of in home, career, business and relations? Gather information around the others STORRGIES. Be aware of probing; ask the questions with a mindset of real interest.
  • STORRGIES means:
    • Skills; Talents; Opportunities; Relationships; Resources; Gifts; Intelligences; Experiences and Spirals upward.
  • STORRGIES is a way of mapping individual assets. Every individual has many such amazing untapped talents, passions and resources.
  • What does he/she believe in?
  • Religious statements are taboo. When treading in the realm of personal belief, leave the other person to talk, you just listen without reacting. Be aware of making controversial statements or attacking the others' statements. Use these methods to get the most out of a meeting; do not allow emotional reactions to sabotage the purpose of the meeting.
  • Where does the other spend most of their time?
  • What is on their minds? Things, places and people they have on their minds the most. Such information can be helpful in framing a meeting. Be really interested without probing.


Structure the vision & mission during a meeting

Structure and frame the exploration of the meeting
Keep the identified goal in mind


Action road forward and direction

Ask and answer questions like:
Where will you be?
What will you do?
For whom will you do it?
What will the result be?

Further engagement

Conclude and agree who does what, where, when and why?

Techniques to increase value flow

Each technique you make yours will serve you for life.
Continuously add value using these techniques.

Use the web for more resources on meetings:

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