MEETINGS II

II. MAKING AND RESPONDING TO SUGGESTIONS

1. MAKING SUGGESTIONS

Making suggestions

Polite language

When you make suggestions, it is important to be polite. In a meeting, making suggestions too strongly can seem rude. The expressions in my opinion and perhaps make suggestions softer and politer. We often use these together with the modal verbs ought to, should and might.

In my opinion, we ought to use Kelly Brent.

Then, we ought to use famous models.

Perhaps we should use a movie hero like Marty Shaw.

But I think we might want to consider a female star.

We ought to move quickly. 

In my opinion we ought to try something else.

Perhaps we should use a movie hero. 

We might want to consider a female star.

2. REJECTING SUGGESTIONS

1. It's not a bad idea ... But, to be honest , I'm not sure if it'd work.

2. Frankly , I don’t think Marty Shaw walking out of a burning building and drinking a bottle of mineral water is a good idea.

3. Good suggestion, but I can see one or two problems with it. Firstly, she’s in the middle of shooting a new movie, and secondly …

4. The first reason is enough. As Kate said, we've got less than six weeks.

Rejecting suggestions

When we reject suggestions in a meeting, we try avoid being too direct because this can seem rude. Often, we start with a more positive comment before saying that we don't like an idea.

Good suggestion, but I can see a few problems with it.

It’s not a bad idea, but …

But, at times it is necessary to give your negative opinions more directly. Some expressions tell the listener that you are about to give a negative response.

To be honest, I'm not sure if it’d work.
Frankly, I don’t think that is a good idea.

It's a good idea, but I'm not sure it would work.
To be honest, I'm not sure about that idea.
Frankly, I don’t think that is a very good idea.

3. ACCEPTING SUGGESTIONS

Refusing

It's not really believable.
To be honest, I'm not sure if it'd work.
Good suggestion, but
Frankly, I don’t think

Accepting 

Yeah, I can see what you mean
I think, you're onto something! Let's do it!
I think that might be worth trying.
Good idea!


I think, you're onto something there.
Yes, that might be worth trying.
I think that might work!

III. BRAINSTORMING A SOLUTION 

1. BRAINSTORMING IDEAS

Let's make a start!
Let's get to work!
I'd like you all to throw out an idea.
Maybe you'd like to start off?
Perhaps we could open the floor for suggestions?

Who would like to kick off the discussion?

1. Is everyone here? Good. Can we all please stop talking, I’d like to make a start .
    
2. Remember this is a brainstorming meeting; all of you should throw out an idea.
    
3. We need some suggestions. Who would like to start off ?
    
4. I’m going to open the floor so everyone has an opportunity to speak.

2. BUILDING ON IDEAS

Building on Ideas

I agree, and I'd like to take that a step further.

If I could build on your idea for a moment, we could do some of the training in-house.

I’d like to take that a step further. We could create a buddy system.

It is also important to be positive about the suggestions made by your colleagues before adding a suggestion of your own.

To add to it, I’d suggest this training should be continuing development.
You make a good point there; continuing professional development is really important.

The expression I mean tells the listener you are about to add more information to explain something.

By continuing, I mean several training sessions over a couple of months.

1. To add to it, I think this training should be continuing development.

2. You make a good point there.

3. If I could build on your idea for a moment.

4. I’d like to take that a step further.

That's a valid point. To add to it, I suggest investing in training.

You make a good point; training is important.
I'd like to take your idea a step further.

3. DELEGATING ASSIGNMENTS 

Confirming assignments

At the end of a meeting we often check that everyone knows what they need to do afterward.

I’d like to check who’s doing what.

Who will be responsible for taking this forward?

We can use these expressions to volunteer for an assignment:

I’d be happy to do some research on professional training companies.

I can do that. I’d love to help out with that, too. Confirming assignments We can use the following expression to encourage team members to take action and move forward with ideas: The key is to act on these ideas now, not wait until later. At the end of a meeting it is important to thank everyone and recognize everyone’s contribution. Thanks for making this such a productive meeting. 1. Before we go, I think we should check who is doing what .    2. Who would like to be responsible for the training program?   3. I’d like to help out with that, if nobody minds.   4. And I’d be happy to do research on the buddy system.   5. Great! The key now is to act on these ideas now, and not wait until later.

IV. LEADING A PROBLEM-SOLVING MEETING

1. FOCUSING ON THE PROBLEM

Focusing on the problem

Problem-solving meetings begin by identifying the issue and the need to resolve it.

So, as we discussed last week, we are having some problems with customer communication.

It's our responsibility to deal with this issue.

You can also point out future consequences if nothing is done.

We need to find a solution before this gets out of hand.

Instead of fixing problems one at a time, it is more effective to find the source of problems and deal with that.

I suggest we get to the root of the problem.

It's important to focus on finding solutions, not blaming one person for a problem.

There should be no finger-pointing in this meeting.

1. Customers have been having some problems with our website.

2. This isn't the first time it's happened. Let's get to the root of the problem.

3. We could lose customers. We need to find a solution before things get out of hand .

4. It’s our responsibility to deal with this issue. 

5. There should be no finger-pointing . We are all at fault.

2. BUILDING TEAMWORK AND CONSENSUS

1.      A: There are some issues in the way we communicate with our customers.

               B: I think we’re all on the same page on that one.

2.      A: So, do you think we need to upgrade our software?

               B: Yes!

               A: Okay, we've reached a consensus on that one!

3.      A:  Would you all agree to further training on this?

               B: Sure!

               C: Absolutely.

               D: It looks like we’re all on the same wavelength here as well.

4.      A:  Good work, team I think we’re all on the right track and I can resolve this issue very soon

Would you all agree to changing our plans?

3. RECAPPING AND ACTION-PLANNING

Who is doing what and when?

As a meeting finishes, we often recap what we've talked about. This includes restating the problem, repeating important points and identifying what you want to achieve.

This is a huge problem, and we need to address it ASAP.

Let me stress this once again.

Let me stress this one again: we are losing too many customers.

The end result is that there will be better communication.

The end result is that we'll stop losing customers.

It's also important to clarify who is doing what. We use questions to politely give out tasks:

Can you look into finding a communications training company?
Can you take responsibility for contacting some software companies?

Assigning a deadline

When tasks are assigned, they usually come with a deadline for finishing. By + day is a common form for setting a deadline.

I’ll need this list on my desk by Monday.

Let me know by Friday what you’ve found.

Can I have this by the end of the day, please?
Can you let me know by Monday, please?