没有也行的2种会议
2 types of meetings you can do without
信不信由你，会议是昂贵的。
只有当它们是完成任务最便宜和/或最快的方法时，才应保留它们。用虚拟协作来替代这两种最浪费和最可怕的会议类型：
Believe it or not, MEETINGS ARE EXPENSIVE.
They should only take place when they are the cheapest and/or fastest way to accomplish a task. Virtual collaboration is a reliable alternative to two of the most wasteful and dreaded types of meetings:
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纯项目状态会议
Pure project status meetings
随着项目工作变得越来越跨职能，项目团队通常由具有不同技能的人员组成，他们向不同的经理汇报工作。问题是，它经常使项目负责人对团队沟通感到紧张，因此他们会定期召开状态会议，以保证信息的共享。
但其实，让团队成员花5分钟的时间将状态更新添加到共享文档或应用程序中，这样其他人可以在必要时阅读和评论，这样效率会更高。此替代方案还允许团队成员在适合自己的时间共享他们的更新，而不是在任意时间中断他们的工作。
As project work becomes increasingly cross-functional, it’s common for a project team to comprise people with diverse skill sets who report to different managers. The problem is that it often makes project leaders nervous about team communication, so they establish a recurring status meeting to guarantee information gets shared.
But in fact, It’s more efficient to have team members spend five minutes adding status updates to a shared document or APP so others can read and comment if necessary. This alternative also allows team members to share their updates at a time that works for them, instead of interrupting their work at an arbitrary time.
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纯信息共享会议
Pure info-sharing meetings
如果你只需要广播信息，请把它写下来，让别人读它！如果你把信息写在公司内部网的一个页面上，让人们有机会评论和提问，那就加分了。这种参与促进了一种真正阅读同事与你分享的内容的文化。
If all you need to do is broadcast information, write it down, and let people read it! Bonus points if you write it as a page on your company intranet so that people have the opportunity to comment and ask questions. That kind of engagement promotes a culture of actually reading what your co-workers share with you.
太有价值而不能放弃的5种会议
5 types of meetings that are too valuable to quit
有效的会议产生切实的结果，并且比异步协作更快(或更好)。这类会议的类型通常是讨论较多的。
Effective meetings produce a tangible outcome and do it faster (or better) than asynchronous collaboration. The types of meetings in this category are typically discussion-heavy.
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决策会议
Decision-making meetings
正确的方式是召集一群已经掌握了足够背景信息来寻找最佳解决办法，并有权力在会议上做出决定的人。这将包括主题专家、选定的涉众和一个最终做出决定的人。(是的，一个人。)
The right way to do these meetings is to gather a group of people who already have enough background information to find the best way forward and have the authority to make the decision right there in the meeting. It will include subject matter experts, select stakeholders, and the person who will ultimately make the call. (Yes: one person.)
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解决问题和头脑风暴会议
Problem-solving & brainstorming meetings
这两种被放在一起因为你在试图解决问题，否则你不会费心去头脑风暴；而你亦很少会在没有一点点头脑风暴的情况下解决问题。不管具体目的是什么，一个简短的议程就足以防止会议偏离正轨。
这里的关键是选择合适的人与之合作。不同的知识、技能、背景和观点在这种情况下是非常有价值的。当然，没有信任，所有的多样性都是徒劳的。参与者需要感到安全地表达不同意见。
These two are together because you wouldn’t bother brainstorming unless there is a problem to be solved, and you rarely solve a problem without a little brainstorming. Regardless of the specific purpose, a short agenda should be enough to keep the session from straying off-course.
The key here is to choose the right people to collaborate with. Diverse knowledge, skills, backgrounds, and opinions are incredibly valuable in this context. Of course, all that diversity is for naught without trust. Participants need to feel safe voicing dissenting opinions.
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计划会议
Planning meetings
计划会议对于启动项目或活动尤其重要 - 确保每个人理解的都一样。
与决策会议一样，召开此类会议的诀窍在于确保每位与会者都具备足够的背景知识和准备工作，以便在计划上取得实际进展。
Planning meetings are especially important for kicking-off projects or campaigns – to make sure everyone is on the same page.
Like decision-making meetings, the trick to running them is making sure each participant comes in with enough background knowledge and prep work to make progress on the plan.
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全体会议
All-hands meetings
为了证明召开全体会议是正当的，组织者需要把不能在文件中复制的事情列入议程。许多公司把一部分时间花在与高管的问答上。论坛的开放性和高层的真实无剧本的回答是无价的。对公司领导来说，这是一种随时了解情况并听取公司各层人员意见的方法。
To justify calling an all-hands meeting, the organizers need to put things on the agenda that can’t be replicated in a document. Many companies devote a portion of the time to Q&A with executives. The openness of a foum and the authentic, unscripted answers from top management is priceless. And for company leaders, it’s a way to stay on the pulse and hear from people at every level of the business.
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经理一对一会议
Manager one-on-one meetings
这些会议的目的是让经理和直接下属对公司的总体情况和长期目标有一个共同的理解。
经理们应该利用这些会议来建立关系。谈谈职业目标以及实现方法。谈谈部门工作如何与企业更广泛的战略相适应。谈谈双方的困难所在，集思广益让事情变得更好。同样，在进入会议之前，应该确定一个简短的议程。
The purpose of these meetings is for both managers and direct reports to have a shared understanding of the big picture and long-term goal.
Managers should use these meetings to build a relationship. Talk about career goals and how to reach them. Talk about how the departmental work fits into the business’ broader strategy. Talk about where both sides’ are struggling and brainstorm ways to make things better. Again, a simple agenda should be fixed before entering the meeting.
会议应该像盐一样 - 一种为了菜肴更美味而小心地撒上的、而不是鲁莽乱倒的香料。
盐太多会毁了一盘菜。
会议太多会破坏士气和动力。