SEVEN STEPS TO A SUCCESFUL MEETING:
Getting the Mayhem out of Meeting Mania
“A meeting has been scheduled for…”
When that reminder pops up on your electronic planner, what are the first thoughts that pop into your head? Not another one… The last meeting was a complete waste of time! … I can’t let this one get off track… If So-and-So shows up late again, I’m calling him on it…
These grumbling sentiments echo two facts of corporate life. The first is that, thanks to technology, colleagues have access to each other’s schedules and can easily “invite” others to attend meetings. (Chances are you take advantage of these same tools when you’re hosting a meeting). The second is that, unfortunately, meetings are often not as productive as they can be, leaving participants with the unsatisfactory impression of having wasted time instead of addressing more important tasks.
The good news is there are skills you can learn—whether you’re hosting a meeting or attending one—to:
- Avoid latecomers from disrupting your meeting
- Keep a meeting on track
- Choose the right seat for power
- Know where to place controversial items on the agenda
- Deal with conflict
- Conclude meetings with poise and confidence
PRODUCTIVE MEETING - AN OXYMORON?
Running a meeting is not easy. A meeting that wastes everyone’s time (especially yours!) is about as enjoyable as a tooth extraction. Poorly run meetings can easily produce conflict, decrease productivity, and alienate individuals. They also waste time and money. Consider that the average meeting with 12 participants costs a company anywhere from $1,200 to $3,500 (depending upon the job-level of the attendees). Over the course of the year, the average manager spends the equivalent of one to two months in meetings! Plus, researchers have found that 65% of participants believe that meetings lasted too long and were perceived as interruptions to their work.
Does that mean “productive meeting” is an oxymoron? Not if you apply the following Seven Steps to a Successful Meeting.
1. Planning
- Issue a memo two weeks in advance (four weeks for participants who must travel), including: 1) objectives, 2) agenda, 3) time and place, 4) names of everyone invited, 5) background material to review in advance, 6) several open-ended questions to get participants thinking.
- Never schedule meetings on Friday afternoons, on the eve of national holidays or major religious holidays.
2. Set time limits
- Set time limits for each item on the agenda, allocating time based on each item’s relative importance.
- Schedule controversial topics at the middle or end of a meeting.
- Be prepared to impose limits on how long and how often each person can speak about a given topic—and appoint a timekeeper for this task.
3. Encourage participants to arrive on time
- Schedule the meeting for an off time. Instead of 9 a.m., try 9:15, or even 9:20. Participants will be more apt to remember the start time.
- Select an important topic for the first item to be discussed.
- If one of the presenters is a chronic latecomer, schedule him or her to address the group first.
- Never recap for the benefit of late arrivals.
- Always schedule the meeting before lunch or dinner, never after.
4. Maintain control
- Enforce time limits. Don’t allow speakers to engage in monologues or venture into uncharted waters. One strategy for dealing with culprits is to break eye contact. Another is to tell them: “We can come back to that later if we have time, or we can talk during the break.” For persistent arguers, tell them you appreciate the input, but continuing the discussion will have to wait until after the meeting.
- If one of the participants is a notorious time-waster who drags out meetings, consider holding the meeting in his/her office, giving you the choice to pick up and leave when the session is over.
- Have a page entitled “Parking Lot” on your flip chart. List topics that arise, which are not on the agenda or critical to the discussion and are better addressed at a later date.
- Use place cards to arrange seating. This is an effective way to separate those who prolong meetings, pals who prefer to talk to one another, jokers who like to entertain the entire group, and antagonists with scores to settle. Put opponents on the same side of the table, making it harder for them to make eye contact.
- For longer meetings, schedule breaks every 45 to 60 minutes. Select an odd time when determining the length of breaks such as 11 minutes to help people remember when to come back to the session.
- Make coffee or refreshments available outside the meeting room to avoid disruption and downtime.
- Never end with the comment, “Is there anything else you’d like to discuss?”
5. Be wise to meeting room layout
Where participants sit can keep a meeting on track and under control because clear lines of authority are established. Remember, leaders should sit where they are focus of attention.
- Establish authority. Choose your own seat with care. Avoid sitting near the door or refreshment table or telephone, which lead to distractions and undermine your authority.
- As a general rule seats at the head or foot of a table carry status and dominance. Middle positions on either side of a long rectangular table attract consensus-building leaders who already have some status within the group. Corner seats are not strategic positions and afford occupants few opportunities to be heard. From the diagram above, choose Seat 1 or Seat 5 for authority and leadership. If you wish to take on a more collaborative role, sit in Seat 3 or Seat 7.
- Imbalances in the size of the groups occupying either side of a table shift the power and authority. Surprisingly, the smaller group generally prevails. For example, when two sit on one side and three on the other, the two will invariably carry more power and exercise greater influence.
In small meetings—such as one-on-one with a colleague, a member of your team or a customer—sitting beside the person promotes a sense of equality and encourages dialogue. Sitting behind your desk creates an invisible barrier. When you get up and intentionally walk around your desk as displayed in A or B examples above, you are telling the other person that he/she is important to you.
6. Handle Conflict with Poise
- When conflict arises in a meeting, don’t lose your grip on the situation. Pause before responding to questions or comments. Remember, only fools rush in.
- Don’t react to a hostile participant; most likely it has nothing to do with you. Rather than judge the person, shift the judgment to their behavior, which will allow you to deal with the situation professionally rather than emotionally.
- If possible, don’t be afraid to admit that, if you were in their shoes you’d probably feel the same way. This will defuse the anger and negative emotion before you respond.
- Agree before you disagree. Once you are on the side of supporting an idea that is common to all of you, you are in a position to suggest other options.
- Ensure that everyone has a chance to speak. Invite comments from those who appear disinterested or quiet.
- When responding to questions, take your time. When you answer a hostile question, don't fix your eyes on the questioner, it could lead to a one-on-one argument.
- Avoid using the word “but,” which can add to the confrontation. “But” negates whatever chance there might be to negotiate a “win-win.” Use phrases such as, “Here’s another perspective,” or “Another factor to keep in mind is…. “
7. Hosting a Meeting with Poise and Confidence
- Don’t blind your audience with too many PowerPoint slides. As a presenter, you’ll also tend to lose your personality if you focus too much on the order and content of your slides.
- Never look at your watch while you are hosting a meeting, or you could give the impression that this is a “hit and run” session. Instead, invest in a small clock (with large numbers) that faces you and that only you can see.
- Pay attention to your intuition when you are hosting a meeting. Pause before saying anything critical. Rephrase statements that your gut tells you might be too direct or antagonistic.
- At the conclusion of the meeting, thank everyone for coming and shake hands as they leave.
ONE ON ONE MEETINGS WITH CUSTOMERS
One-on-one meetings with customers can open the door to new opportunities or burn bridges that will be very hard to rebuild. Good manners, common sense, and business savvy are critical skills when meeting with customers and making a lasting positive impression.
- Greet everyone you meet by name
When the meeting is held at the client’s office, making a good impression begins when you first arrive. Make sure you know the receptionist and administrative assistants by name and greet them warmly.
- Project confidence
The way you enter the office will set the tone for the meeting before a single word is spoken. Strong, erect posture and an energetic presence makes a positive first impression. Your tone of voice and pace make a difference. The spatial distance between you and the customer impacts in their comfort level.
- Lead with your manners
Begin the meeting with a handshake (although use judgment here, as some cultures are not comfortable shaking hands). Always ask where you should sit. Most people have a favorite seat for themselves, which you do not inadvertently want to usurp.
Establish rapport for a few seconds before getting into your presentation. Ask how much time has been reserved for your meeting so that you can gauge how long you have for small talk. Monitor the appropriate length of time by watching the nonverbal gestures of the individual. Express gratitude for the time you spent together, no matter how short or long the meeting.
- After your visit
Follow up with information as promised and a short note thanking them for their time. Look for ways for them to keep remembering you. For instance, send them an article related to their favorite hobbies or common interests, with a note saying, “Thought this might be of interest to you.”
WHEN THE MEETING IS HELD ON YOUR PREMISES
Whether you are dealing with employees, boss, colleagues, clients, vendors or customers, how you come across will have a major impact on the results.
- Never keep a punctual visitor waiting
Tardiness undermines your credibility. If you are otherwise engaged, end a telephone conversation or dismiss the person in your office, saying that you have an appointment waiting and will get back to them before the end of the day. Five minutes is the maximum wait for any visitor.
- When a delay cannot be avoided
If you know that the delay will be longer, personally greet the visitor, apologize, and explain the reason for the delay. Give them an approximate timeframe they can expect you. Alternatively, send someone else to explain the situation. The last choice would be to at least inform the receptionist to explain the situation to your guest. Should the delay extend longer, come out to explain what is happening and offer them the option of waiting a bit longer or rescheduling the appointment. The visitor waiting should be offered refreshments, use of a phone and/or reading material.
MEETINGS THAT WORK
Through these simple, yet highly effective steps, you can turn every meeting into one that really works. The results will delight you and your colleagues. Instead of low-energy sessions that are greeted with grumbles, people will arrive energized and ready to contribute because they know that this is a meeting that works. You are now building a reputation for honoring others and respecting their time.
I wish you continued success,
Roz Usheroff
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