Become
an Effective Meeting Leader
We have all attended meetings that were boring, mindless, and
profoundly ineffective. Yet, we do not have to just sit and stew
in them. Rather, as a participant, and certainly as a leader,
we can impact meetings to be more focused, creative and productive.
You've set the stage for an effective meeting with a clear and
goal oriented agenda. Now it's time to get down to the business
of running the meeting An effective leader just doesn't chair
a meeting but makes sure that the meeting is kept on purpose
and on track. Here are some hints to improve communication and
to influence meeting behavior.
Introductions.
If people don't know each other, allow participants about 30
seconds to introduce themselves to the group. You can also have
a quick progress update to allow everyone air time in the beginning
of the meeting.
Ground Rules.
Have participants agree on ground rules, or expectations for
this particular meeting. These simple rules of the road, not
only set the standards, but also are gentle reminders to those
who are taking a different road or direction. Some examples are: "One
conversation at a time," or "We will come to consensus
on these particular issues," or "What is said in this
room, stays in this room."
Parking Lot.
When a non-agenda issue threatens to take over the discussion,
stop the meeting and write, with permission from the group, this
new issue on a wall chart called unfinished business. By doing
this you acknowledge the item but don't address it immediately.
Parking lot issues are discussed at the end of the meeting or
at a later date.
Questions.
To structure an orderly discussion of each agenda item, ask
questions that address these facets of an issue: What are the
facts? What are the pros and the cons? What other options are
there? Where should the decision be made...at the committee level
or by the entire group? What might be the next steps?
Breaks.
People work better for longer periods of time when they are
able to take short breaks, no longer than 5 or 10 minutes. Breaks
are a good time to get feedback on the progress of the meeting
or talk with people who have been antagonistic, disruptive, or
unusually silent. It's better to take a break, take the pulse,
and regroup then to doggedly push on despite a sense that the
meeting is getting out of hand.
Dialogue Control Skills.
We all have been in meetings with certain people who get our
blood pressure to rise or just make us feel what a waste of time.
Here are some of those people and hints on how you can maintain
focus, respect, and order without coming across as a dictator
or inept leader.
Non-Stop Nora:
Nora often begins on the agenda item, but then gets sidetracked
on some other topic and is off and running. You think there is
no really good way to tell her she's off base and wasting everyone's
time without embarrassing her. There is "no really good
way" unless you have an agenda. With an agenda it' simple.
You say: "Nora, that's a good point you're making, but right
now we're discussing agenda point two. I see that Joe wants to
make a comment" Or, "That really deals with agenda
item four. Can you hold that thought and we'll get back to you." You've
been frank but you haven't zapped anyone publicly.
Silent Sam:
On the opposite side is Sam, who is present because he can make
a valuable contribution. It's just that he doesn't talk either
because he's shy, frightened or intimidated. Be very careful
how you draw him out. Avoid putting him on the spot with a direct
question. as: "What do you think, Sam?" You're much
wiser to phrase it as: "Sam, as a department head, you've
had experience with this. What suggestions can you make? Would
you like to make them now or perhaps think about it?" This
technique lets Sam make the decision on whether or not he wishes
to talk and when. The "Sams" of the world may need
some extra effort but it's vitally important that the contribute
to decisions that can have an impact on departmental or team
performance.
Obstinate Ollie:
Ollie is a compulsive arguer. If someone suggests "eight" he
will counter with "No, I believe it should be 12." Don't
take it personally. Perhaps, he just likes to be a devil's advocate.
Let Ollie have his say, but then ask for the group's opinion.
Someone usually will respond and get the meeting back on track.
As leader, try not to get into the fray, but let the group handle
the situation.
With advanced planning, careful preparation of an agenda, and
effective facilitation, meetings can be a valuable business activity.
Marcia Zidle of Savvy InsightsTM brings together people,
ideas, and technology to develop smart organizations and improve
their teaming, problem-solving, and partnering capabilities.
Contact her at marcia@savvyinsights.com.
