Q: My staff meetings are a nightmare. I can’t stop my

employees from coming in late, and then talking and changing topics. How can I

improve my meetings?

Keith Scott Grossman, a Fort Myers-based lawyer, mediator

and presentations specialist, answers:

Do this immediately: Change the way you create and use your

agenda. If you’re not using an agenda, start now. Agendas are critical because

they are the method for communicating the purpose of the meeting as well as the

expectations. There are three ways you can use the agenda to make your meetings

more meaningful.

First, distribute the agenda beforehand. This allows people

to know the specific discussion topics so they can prepare any necessary

reports or research. On the agenda, assign people to lead the topic

discussions.

Second, make the creation of the agenda a collaborative

effort. Invite participants to add topics, and give their ideas precedence over

yours. As a result, staffers will have a sense of ownership in the agenda and

should be more attentive during the meeting.

Third, enforce the agenda. Start and end the meeting on

time. Stick to the time allotted for each topic. If participants go off track,

politely tell them you’re making a note to include their topic on the next

agenda. People will learn to be on time and will begin to expect effective

results from your meetings.

Grossman, who helps legal professionals and corporate

clients create successful presentations and meetings, can be reached at (239)

335-2991 or Keith@ AttorneyGrossman.com.

Q: What can I do to try to prevent violence in my business?

Libby Anderson, a Naples-based human resources consultant

and trainer, answers:

The threat of violence in the workplace can be

disconcerting. Taking a preventive approach will give you and your staff a

sense of security and help your business be productive. Here are some good

steps:

• Establish a well-publicized zero-tolerance policy for

violence or threats of violence, and follow the policy.

• Conduct pre-employment screening by talking to at least

two references and conducting a background check.

• Train your staff to recognize the warning signs of violent

behavior such as explosive anger, paranoia, prior history of violence,

irrational thinking and verbal, nonverbal or written threats.

• Review the security of the workplace in terms of access.

Sometimes a violent act is not conducted by an employee but by an outsider.

• Offer an EAP (Employee Assistance Program) for employees

who may be experiencing extreme stress.

• Review your management practices. All decisions relating

to employees should be fair and consistent, avoiding dictatorial management

styles that make employees feel they have little control.

Anderson will talk about workplace violence at a seminar on

Oct. 16 at Barry University in Fort Myers. For more information or to contact

Anderson, e-mail her at edahrsvcs@aol.com.

Q: In response to a shrinking economy, I’m considering

bringing my public relations efforts in-house, or cutting it out completely.

What should I do?

William Ernest Waites, president of the Advertising

Federation of Southwest Florida, answers:

Unless you plan to accelerate your departure from business,

don’t eliminate your public relations operation. As times get tougher, the

positive presence that good public relations gives you is even more important.

It also positions you to snap back faster when times get better.

There are advantages to both in-house and contracted public

relations operations. In-house often is perceived as less expensive because a

public relations person will cost less than hiring a firm. The in-house person

also will be available for other tasks. But watch out. If those non-public

relations duties become too cumbersome, they may distract the in-house person,

who may miss important opportunities for public relations.

Though usually more expensive, contracting with a good firm

puts professionals at your disposal. They stay current with media

opportunities, look for ways for you to be paired with other complementary

companies or to individually generate coverage, and apply insight from

experiences with other clients. You pay them only when they work for you, which

can be limited by your contract with them.

Perhaps your best solution is to employ someone to handle

routine public relations part-time and contract with a consultant or firm to

handle major public relations opportunities. The outside firm also can help

your in-house person become more effective.

Waites is the former chairman and co-creative director of

Spiro & Waites Advertising Marketing and Public Relations. He can be

reached at sanibelart@earthlink.net.