MICE (Meeting, Incentive, Convetion, Exhibition)

Forgotten Episode

[Juneau, Alaska - l884-85]

The Man called Arizona – Blue

The man called Arizona Blue was a man by himself and before him laid another town, this time in Juneau, Alaska. Behind him were scars and memories. Each one had a name. He forgot them, but he remembered the count. It was thirty-six dead. He was known as the fastest gunfighter that ever lived.

He had come up river from Seattle, heard about some gold up in the hills, over in the Yukon, area. He figured it would all become bigger as time went on: should someone hit a big strike, then half of San Francisco and Seattle both would cross the ocean to get here. In any case, he was now in Juneau, and would get supplies in a week or so, cross the Canadian boarder and find his way. But first things first he said, to the Red Dog Saloon.

He had not been in Juneau for more than a few hours and had noticed bears lingering out the outskirts of town, eating garbage from a few neighbors’ garbage cans. Brown bears. He was a gunfighter, but panning for gold could be a new beginning, so he thought: thinking if a farmer really put his mind to it, he could be a bank president, maybe, in any case he’d find out. So to the Red Dog he went. Not many people up her he told himself should have heard of him, this was a new beginning.

Tammy Oakley, was in the back kitchen making breakfast for the a few of the hunters.

“Close the door,” said the bartender to Blue, as he waked in, leaving the door opened a bit and the cold air come in. “Can’t you fellow’s ever read the damn sign,” said the bartender. Blue looked around, no one paid any attention to him, or what the bartender said.

“Sorry,” said Blue, with cough, hoping no one would recognize Him, trying not to make a disturbs, lest he be the spot light, and he had too more of that in his life time.

“What can I get you stranger?” said the bartender.

Tammy nodded to Henry, the barkeep, saying: “here, here’s the food, got to get the rest ready, come and get it” it wasn’t his job of course to dish out the food, but he had a yearning for Tammy, and didn’t mind helping.

“You think a moment what you want stranger, and I’ll be with you in a minute.” And Henry went to fetch the dishes and handed them to the hunters sitting at a table nearby.

“Oh, now what were you going to have?” asked Henry to Blue.

He looked at Tammy, Tammy looked at him, Henry looked at both of them, thinking, here we go, more grief has been caused by such smiles and looks than gossip.

“Does it concern Tammy, because if it does, you best hightail it out of her stranger!” said Henry.

Blue looked into the bartenders eyes, there was no fear there, and he didn’t know Blue, in a way, Blue liked his reputation: it got in his way, but he liked it, and now would he have to tell him who he was? I mean this was not expected, no peers here, or fearing someone. Tammy didn’t say anything. Should he say he was “Arizona Blue,” they might laugh and put some of those big guns in front of his face.

“No Mister Bartender, it only concerns my two shots of whisky, and where can I buy some equipment for going north to the Yukon to pan for gold?”

“Well, here’s the whiskey,” he said “and as for the information, find it in another bar, after you’re done drinking these two drinks.”

“Another whisky,” said Blue.

“You didn’t here me stranger, beat it”

“You mean you’re involved with Tammy?” Blue said, rudely, looking him straight in the eyes; His hand by his gun. Henry’s face got all red, several of the guys in the bar looked at Henry, started laughing: said a voice, “Even strangers got you figured out, but not Tammy yet.”

“Get out of here strange,.” Said Henry, “before I”

“What?” said Blue?

Henry went for his gun under the bar, and put it in Blue face. Now the bar was looking at Blue, and Henry, and no one was laughing.

“Better beat it Mister, Henry is pretty good with that gun, and started laughing.” At this point Blue had to face the question, is it worth it, thinking about it, the man started to pull back the hammer; scandalous it could be, thought Blue; if I kill him, the hunters could kill me, follow me up to the Yukon. Blue shook his head, and with the long part of his eye saw the hunters, and when Henry went to blink his eyes, Blue pulled his gun out so fast no one saw it coming, and shot Henry in the head. The several folks in the bar looked about to see who was with Blue to have done the shooting, and noticed his gun smoking. They started to shift their rifles, and Blue, shot a hole through one of the palms of the hunters, and everyone throw their rifles and guns on the wooden floor.

Said that same voice, “It was self defense, stranger, but we liked Henry I’d not go up to the Yukon if I was you.”

Blue walked out of the Red Dog, and just narrowly caught the same boat going back to Seattle, and got a ticket. Said Blue to himself: perhaps a farmer can never be a banker.

See Dennis’ web site: http://dennissiluk.tripod.com You can get most of Dennis’ books on http://www.alibrs.com or http://www.abe.com

When my boys were growing up, soccer, football, and basketball kept us on the run. Both my husband (Jim’s a psychologist) and I were therapists. We helped others manage their lives yet our own lives were spinning out of control. We knew we needed to make face-to-face time with our boys. We wanted them to share our values, to learn how to solve people problems, and to have family fun together.

Worried about who’s influencing your kids? Are your family members too busy for each other? Do activities, television, and computers replace family time? If so, there is an answer.

We decided to start Family Meetings so we bought one of those books with empty pages. We scheduled our meetings the same time every week, right after Sunday breakfast.

Our youngest son, Brian, was only four when we started. I remember laughing to myself when his brother, Scott, age 8, got mad because Brian always chose the same thing “to make the family better.” “I’ll draw a picture for the refrigerator,” promised Brian. “That doesn’t make the family better,” argued Scott. Brian kept on drawing pictures.

Over the years we found many ways “to make the family better:”

1. We played family games.
2. We planned family trips.
3. The boys promised to do their homework before playing.
4. Scott promised not to tease Brian.
5. Brian promised to clear the table right after dinner, etc.

Once we got started we felt a special closeness as we worked together. You will too. That’s why I created Character Building with the Family Meeting Diary.

Remember how Brian always drew pictures to “make the family better?” Brian’s an adult now. He still draws pictures. In fact, he designed my website. Be sure and take a peak. It’s listed below.

Subscribe to my Free parenting newsletter, Tips and Tools for Character Builders at http://KidsDiscuss.com
BestEzines.com rated my newsletter as one of the top ten newsletters in its catagory out of 101,000 newsletters!
I’m still smiling.
You’ll also find Character Building with the Family Meeting Diary at http://www.KidsDiscuss.com
Download Free parenting tips at http://www.KidsDiscuss.com too.

Every meeting is a laboratory where you can observe and learn important things
about the people who attend. In fact, you can use meetings to identify people who
merit being promoted into leadership positions. Watch for:

Is it planned?

Effective leaders always begin with clearly defined goals and then prepare plans for
achieving them. They have the courage to set a direction and then make changes as
new information becomes available. They communicate with candor knowing that
people perform at their best when they know what is expected. Thus, did the person
who called this meeting prepare an agenda? Was the agenda distributed before the
meeting? Did the agenda tell you everything that you needed to know to work
effectively in the meeting? If so, this serves as a positive indication of effective
leadership planning.

Is it efficient?

A meeting is the culminating step in a larger process. It begins by setting goals and
preparing an agenda. Then the chairperson should have contacted key participants
to inform them of their roles in the meeting, told everyone how to prepare for the
meeting, and alerted people who may be asked to accept responsibility for action
items. All of this work before the meeting assures that the meeting will progress
smoothly, efficiently, and effectively. So, how is the meeting going? Is there evidence
of this attention to detail?

Is it logical?

Pay attention to what people say during a meeting. Do their ideas contribute toward
achieving the goals? if so, this shows that they’re working as part of a team to help
find solutions. Do their ideas build upon what others just said? If so, this shows that
they’re paying attention to the dialogue. Do their ideas demonstrate originality,
creativity, and knowledge? If so, this shows they’re working hard to add value.
Effective leaders possess strong analytical thinking skills.

Is it helpful?

Evaluate the comments and behavior during a meeting. Are the participants working
to support each other? Are people contributing to the safe environment that is
essential for open creative thinking? Are people adding high-value contributions
(instead of stories or jokes that distract everyone)? Note that chronic unproductive
behavior betrays either fear, a lack of effective work skills, or misunderstood
expectations. People who perform poorly in meetings may need constructive
coaching.

Is it controlled?

Leadership involves more than watching people talk. Thus, observe the dynamics of
the meeting process. Is the chairperson leading everybody through methodical steps
that take them to a result? Is the meeting being conducted in such a way that the
participants feel that it is a fair process? Is the chairperson helping others perform
at their best so that the group can produce an outstanding result?

Someone who excels in the above areas should be considered for leadership
positions. This explains why most executives consider a person’s ability to lead
meetings when selecting future leaders.

IAF Certified Professional Facilitator and author Steve Kaye works with leaders who
want to hold effective meeting. His innovative workshops have informed and
inspired people nationwide. His facilitation produces results that people will
support. Call 714-528-1300 or visit his web site for over 100 pages of valuable
ideas. Sign up for his free newsletter at http://www.stevekaye.com

“To get something done a meeting should consist of no more than three people, two of whom are absent.”
~Author unknown

One of the complaints I hear most often is about the number of meetings people attend during any given week. It isn’t only the quantity, but the duration and ineffectiveness that seem to cause problems. Conducting effective meetings is part of practicing effective time management and something we cover during my workshops, so I thought a recap of some meeting guidelines would be helpful:

Before the meeting

Create and distribute an agenda. If others are involved, get their contributions by asking them to provide 3 things: the topic, the time needed to discuss it and the purpose of the item. Create a level of expectation by explaining that without this information the you have no way of setting and reaching the Agenda items in a timely manner. Identify specific actions and outcomes for Agenda inclusion because this will determine who should be attend. Try to keep the number of participants between 4 and 7. State when the meeting will begin and end and try to honor those times.

During the meeting

Stay on topic. Assigning a willing facilitator can help keep the group remain focused. The facilitator can also be charged with reminding participants when comments are ‘repetitive’ rather than ‘additive’ to the discussion. At the end of the meeting assign action items and deadlinesit helps staff remain attentive and reinforces accountability. “Do you know your next step?” is a great question to ask in order to give attendees the opportunity to request and receive clarification on action items.

After the meeting

Have an “Action” follow-up sheet available by the end of the day. This shows the date of the meeting, tasks, responsible parties, deadline date and a follow-up date. Assign a meeting coordinator to follow-through with the commitments made and noted on this “Action” sheet. You can find a sample in our website’s library.

The objective is to gain a reputation for having fewer, more effective and efficient meetings. Attendees will welcome the opportunity to share information and participate when they feel they have been heard and they know their time hasn’t been wasted.

Copyright 2002 Cynthia Kyriazis. All rights reserved.

Cynthia Kyriazis is a Professional Organizer, trainer, consultant, speaker, coach and author with over 20 years management experience in multi-unit corporations. She is President of Organize it, Inc., an organizational consulting firm serving Fortune 500 clients since 1995. Cynthia has worked with over 150 companies and hundreds of professionals to help improve performance in the areas of time, information, space and electronic file management.

Cynthia has appeared in the Philadelphia Inquirer, Kansas City Star and the Legal Intelligencer. She currently serves as Secretary on the Board of Directors for the National Association of Professional Organizers (NAPO), member of the National Speakers Association (NSA), member of International Society for Performance Improvement – Kansas City chapter (ISPI-KC) and consultant to the American Coaching Association.