Posts about Meeting Culture

Apples: Insanely simple meetings taught by Ken Segall

Ken Segall: Insanely Simple

18.04.2014

What I Learned About Great Meetings from Steve Jobs

A guest post by Ken Segall

The principle of keeping meetings small and made up of smart people is deeply woven into the religion of electronics behemoth Apple and is key to any organization that wants to nurture quality thinking. The idea is pretty basic: Everyone in the room should be there for a reason. There’s no such thing as a mercy invitation. Either you’re critical to the meeting or you’re not. It’s nothing personal, just business. Apple co-founder, the late Steve Jobs, actively resisted any behavior he believed representative of the way big companies think – even though Apple had been a big company for many years. When he called a meeting or reported to a meeting, his expectation was that everyone in the room would be an essential participant. Spectators were not welcome.

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Window cleaners on Burj Khalifa - the epitome of the emirate's economic success.

Dubai Video: HH Sheikh Mohammed bin Rashid Al Maktoum’s life Journey

7.04.2014

“I do not know if I am a good leader, but I am a leader. And I have a vision. I look to the future, 20, 30 years. I learned that from my father, Sheikh Rashid. He was the true father of Dubai. I follow his example. He would rise early and go alone to watch what was happening on each of his projects.   I do the same. I watch. I read faces. I take decisions and I move fast; full throttle.”

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Interior: The Historic Town Hall Wuppertal is a treat for eyes and ears.

Germany: Wuppertal’s Historic Town Hall

31.03.2014

Up and above

For an international meeting planners’ audience not familiar with Germany, the city of Wuppertal may not come to mind instantaneously when looking for a destination suitable for a glitzy function. If they knew, what Wuppertal – pretty close to Duesseldorf and Cologne and their airports – had in stock, they would surely be envious of its 350,000 inhabitants and its numerous visitors and might rapidly change their attitude. The town, embedded in the lovely scenery of the Bergisches Land situated in the Federal State of North Rhine-Westphalia, may rather be associated with down-to-earth features. But especially for these two cases of the „elevated“ variety, quite the opposite is true.

The most extraordinary attraction is perhaps the suspended monorail inaugurated in 1901 and in operation for public transport since. It’s most stunning property may be this one:

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The roofs of Kyoto in Japan.

Kyoto: For Protocol and ancient Venues

17.03.2014

“A natural medley of willows and cherry blossoms weave themselves into a brocade, the Heian-kyo” romanticises an ancient verse about Kyoto, Japan’s capital and residence of emperors between 794 and 1868. Wars and raging fires destroyed Kyoto – formerly called “Heian-Kyo”, Capital of Peace – repeatedly over the course of many centuries. Astonishingly, not so during WW II: thanks to its precious historic value, and the presence of mind of acting warlords, the city was spared the fate of being melted into contaminated grounds by a malign nuclear bomb or of being struck by hostile air raids. Other Japanese destinations were less fortunate. A wealth of cultural properties of the past like temples, shrines and other traditional structures was, thus, successfully preserved in Kyoto.

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Sign "closed": Don't close up! Dare to disagree instead!

TED Talk. Margaret Heffernan: Dare to disagree!

24.02.2014

Are we all hopeless ignorants? Or pitiable cowards – heads in sand? Why is it, that we are readily looking for others to prevent distaster from striking? Why are we so frequently shying away from making unfavourable decisions and why do we not speak our minds in all those meetings or seminars we attend on a regular basis? Most people instinctively avoid conflict, says Margaret Heffernan and demonstrates in this talk, that a good disagreement is vital to progress. The best partners aren’t those who echo an opinion in a stereotype way. Quite on the contrary! Great research teams, relationships and businesses allow people to fundamentally disagree.

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