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Managing Monsters in Meetings - Part 1, General Strategies for Unproductive Behavior
by Steve Kaye
It
happens easily. You're conducting a meeting and suddenly a small side meeting
starts. Then someone introduces an unrelated issue. Someone else ridicules the
new issue. Everyone laughs, except the person who mentioned the idea. Then
someone insults the person who told the joke. Two people stand up and walk out.
Others complain that the meeting is a waste of time.
Now, what do you do?
And how do you prevent this sort of thing from happening?
Or what could you have done to stop it once it started?
Here are basic strategies for dealing with unproductive behavior in meetings.
Respect other people.
Always treat others with respect, even if they are doing things that seem wrong.
Their "bad" behavior could be based on many things, such as a lack of skill, a
misunderstanding, or a response to a threat. It could also be a simple mistake.
Or maybe they're expressing an indirect warning, complaint, or cry of pain. If
you respond with disrespect, such as with a counterattack, you will make a bad
situation worse. They will either retreat, which means they stop contributing to
your meeting, or they will retaliate, which can escalate to an argument that
ruins your meeting.
Ask questions.
Use
questions to find out what is really happening. For example, when someone
introduced a new issue, you could have responded by saying, "That sounds
interesting, and I wonder how that relates to what we are working on." Notice
that this is a neutral, gentle question. It is not a trick question like, "What
are your trying to do, ruin my meeting?" and it is not a command like, "Hey,
stick to the topic." Both of these (hostile) responses put the other person in
an awkward position, which is a form of disrespect.
Focus on the behavior.
Your
goal is to hold an effective meeting -- not teach lessons. If you attempt to
punish people, through admonitions, ridicule, or threats, you will make enemies.
In the short term, that can ruin the effectiveness of your meeting, and in the
long term it can ruin your career. So, when unproductive behavior appears in
your meeting, talk about the behavior. For example, if a side conversation
starts, you could say, "We seem to have more than one meeting going on now, and
that's preventing us from working on the budget."
Apply diplomatic courage.
Leaders project strength and confidence; losers project negativity and fear.
Detach from the behavior that seems bothersome, realizing it is simply something
that the other person is doing. Assume that there is no personal intent to
damage you. Just talk about what is happening and ask for what you want to
happen as shown in the above paragraph.
Show what you expect.
Be a
model for effective meeting behavior. If it is your meeting, or if you hold a
leadership role in your organization, realize that others regard you as the
standard for their actions. If you arrive on time for meetings, others will
interpret this to mean that they should come to your meetings on time. If you
make positive, appropriate contributions in meetings, others will infer that
this is what you expect from them.
Apply these strategies to make your meetings effective.
This is the first of a seven part article on Managing Monsters in Meetings.
This is the first part of a series of article on Managing Monsters in Meetings.
Next month I'll show you how to deal with specific situations that get in the
way of holding an effective meeting.
| About The Author 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 |
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