Q: Take responsibility for communication in the meeting.  Ensure it meets all agenda objectives. Delegate relevant leadership responsibilities to speakers who have a role in the meeting.  Demonstrate participation in all stages of the discussion. If this meeting addresses an ongoing series of objectives, mention where progress has occurred and who was responsible for it.  If there are objectives that had not progressed since the last meeting, address why. If this is due to lack of time or resources, talk to the point person about how to address this, potentially outside the meeting itself. There are times when enthusiasm or frustration can push discussions off course. Stay attentive and be sure to bring off-point discussion back into line with the goals of the agenda.  Below are some suggested approaches:  Frame the meeting as a "fact gathering mission":  When we do this, it implies that everyone needs to be heard in order to accumulate as much information as possible.  This can encourage meeting monopolizers to wait their turn.  Try Cyberstorming: Cyberstorming uses electronic chat or forum structure to share ideas and can be harnessed for the purpose of informal meetings. Since everything that is entered can be seen by all other team members, it removes the competition regarding who gets heard.  Neutralize rambling: If someone is rambling, say "That's a good point, Bob, and I'm glad you brought it up.  Let's talk about that later, ok."  Many times people don't realize that they are rambling, but if the point is important enough to them, they will come to you independently to talk at greater length.  Control tangents: Sometimes the problem is not that an individual goes on too long but that they attempt to re-focus the discussion on extraneous point outside the agenda.  When this happens, acknowledge what is being said and offer to add the discussion points to the next meeting agenda, but remain firm that the meeting has to move on to the stated objectives.  Have a one-on-one. Have a conversation with the monopolizer about what happened.  Do this privately.  Be sure to take a tone of concern, rather than annoyance.  Be sure to focus on what you observed and offer opportunity for the other person to explain their response.  Offer to help this person prevent monopolizing in the future. Be assertive when maintaining time constraints.  This doesn’t mean be rude; however, it does mean letting people know that the meeting is moving on and that they can continue their current discussion with relevant parties after the meeting. Don't steam roll: Although it is important to keep the meeting on track, it can be counterproductive to more too quickly between agenda items.  Before moving on, always ask for questions or concerns.  Make sure that the team is on board and ready to move ahead with you, rather than being left behind. Key objectives need to be emphasized, and their relationship to less critical objectives emphasizes. Help members of the meeting understand the scope of the project and how each individual part is an important piece in a much more important whole. There is usually someone tasked with note taking in each meeting; however, if they become overwhelmed, it is the job of the leader to step in and task him or herself. At the end of each point, the meeting leader offers a summary that attendees can take away from the meeting.  These end cap summaries also present an opportunity for people to chime in when they are unclear on something.  As the meeting leader, be prepared to explain detailed ideas for team members to understand. Decisive leadership avoids stagnation and vacillation, keeping workers on task and motivated, while also behaving responsively to change and new information.  Below are the features of decisive leadership:  Clarity of purpose: Ensures alignment of all decisions with organizational goals and ethics. Engagement: Allows leaders to live by example, embodying engagement with company values that allows for effective, efficient decision making. Transparency: Does not permit self-interest.  Instead, demonstrates how decisions for the good of the company help everyone flourish. Creating a culture of honest failure: Honest failures are learning points that act as springboards to better decision making.  Decisive leadership embraces those times when mistakes are made. Open and effective communication: Alignment with company values ensures that, where communicating upward into senior management or down the hierarchy to managed employees, there is no inconsistency or contradiction.
A: Be a leader. Indicate progress and the lack of progress. Refocus discussion that has wandered off the point. Transition between points effectively. Highlight important points. Assist with note taking if necessary. Clarify any misunderstanding. Offer a comprehensive summary at the end of meetings.

Q: If you want to create well-defined lines and edges, holding it like you would normally hold a pencil is your best bet. This stroke allows you to make sure that only the point of the charcoal is coming in contact with the paper. Apply more pressure to your stoke to get a solid, darker line. The easiest way to do this is to hold the charcoal with your thumb and forefinger, with your palm facing down. This lets you create broader strokes without smearing your work. Use a broad, sweeping motion to fill in larger areas on your paper. One of the hardest parts about learning to draw with charcoal is to keep your wrist away from the page. Try to make your strokes using your shoulder and elbow instead of your wrist to give yourself a wider range of motion and to keep from accidentally smudging your work.
A: Hold the charcoal like a pencil to get sharp edges. Place the charcoal on its side to create broader strokes. Let your shoulder and elbow lead your strokes.

Q: Everyone is unique, and different people will have different habits and quirks. Pay attention to how they typically behave. When someone reveals that they like or dislike a certain thing, make a mental note about it. That information could be useful later, to help you be a better friend to them. People are often pleased to discover that you remember things about them.   For example, if your friend gets distracted by a display at an art supply store when the two of you are at the mall, make note of what caught her interest. She may be delighted if you buy her something similar to that for her next birthday. If your boyfriend turned quiet and looked uneasy when your friend told him details about a medical procedure, then you'll know he probably wouldn't enjoy watching a medical drama. Everyone is sensitive to certain things, whether they'll admit it or not. It's part of being human. By noticing what upsets someone, you can help avoid and de-escalate high-stress situations.   What scares them? What puts them on edge? What is important to them? What do they want to protect? People's pasts can reveal their habits, and the important experiences that helped shape them. However much you know about their past, keep it in mind, because it can help you understand what they do and how they feel today.   What are their favorite memories? Their favorite memories can reveal what they care about, and what they want out of life. What are the worst things that happened to the person? Whether the events were just upsetting or seriously traumatic, the person will probably try to avoid similar experiences in the future. Everyone is unique, and people with different backgrounds will react differently to situations. Especially if someone is very different from you, be careful about making assumptions. Here are a few of many factors that can influence a person:    Culture: Different cultures have different social norms. For example, eye contact is considered polite in most western cultures, but considered a sign of disrespect or aggression in some eastern cultures.  Gender: Men are often expected to be tough, and to avoid showing emotions besides anger. Women are often expected to be passive and easy to get along with. Watch how the person navigates gender expectations.  Disability: People with some disabilities (like autism and ADHD) have different body language, such as avoiding eye contact or fidgeting when listening. If you aren't sure what someone thinks or how they feel, it can be worth asking politely. They may be happy to clarify for you.   "I noticed you checking the time. Do you need to leave?" "I saw you wince when he raised his voice. Are loud voices something that bother you?" "I'm having a hard time reading you right now. Is something upsetting you, or am I misreading you?"
A:
Notice patterns in how someone acts. Figure out what they like and dislike. Notice what the person is sensitive to. Keep their past in mind. Keep their differences in mind. Don't be afraid to ask questions.