subject: Leading Meetings In Your Business [print this page] If you call a meeting, or are invited to one, as a leader you have an important role; helping people to focus on the issues, include everyone in the discussions, and foster co-operation.
Focus is important, because if the discussion goes off agenda, time may be wasted. A leader can redirect the meeting: "Perhaps that is something for another dicussion - let's take notes and we could brainstorm that later" - "We should to stay with our first subject and finalize that before we start another, don't you think?"
To include everyone in the group, and maximise the outcomes, you need to identify the basic personalities. There are movers, opposers, followers, and watchers. Movers are the ones that suggest ideas and run with them, usually the first to initiate action. You are probably a mover, if you are an entrepreneur. Opposers are competing with movers, often becoming movers themselves. They look for the facts, and argue for points. Followers may see a need to play it safe, and see where the meeting is headed, before adding their often useful input. Watchers are just that - they stay out of the discussion, but take a commentators role.
As a leader, encourage the movers by pointing them in the direction of the agenda, but don't ignore the others - make sure their input is solicited. Opposers may initially block the meetings' objectives, but can be used as "Devils Advocates." Set tasks that will use their objections "Check that out and find out if that will help or hinder our agenda" Leader's tend to be opposers at meetings they have not called - be aware of that and watch for the opposer in yourself.
Followers are often very creative, once their need for safety is met. Assign them implementation tasks - they will be gratified at that, and handle challenges enthusiastically.
Watchers may be willing to investigate issues and report back to you privately. They will not want to be seen to commit one way or the other, even in a reporting role.
People will want their own needs and agendas sorted, before they can use their full focus on agenda items. Once these needs have been acknowledged or met, they can then co-operate in a group.
Before meetings, leaders need to be sure their team learns some essential skills to group dynamics.
Listening effectively is important. If we anticipate what someone is saying, we could miss something important, even if we are right about what the speaker is talking about. Think about what the speaker is saying, rather than what you think he might be saying next.
Leader's should summarize after each person speaks, and check if that is what was meant. Asking others if that is what they "heard" gives participants an opportunity to review and process what was said. Leader's may also interrupt responses that are off subject. It should be done carefully, so as not to alienate the responder.
Support. We all compete - it's natural. It is difficult at times, but supporting ideas from someone else promotes team effectiveness. Even when we disgree with MOST of an idea, showing agreement for some of the ideas fosters the team.
Leaders actively listen for things they can support, and build on those things. The synergies generated by supporting individuals in the team will build rapport.
It may be a feel good situation if everyone agreed about everything raised at meetings, but disagreement is often necessary and good for the team. Constructive criticism and disagreement will make solutions stronger, and are conducive to overall team harmony. Individuals who learn to handle criticism will find working with others more productive, and less stressful.
Leaders play their role by deflecting personal criticisms to the issues, rather than the personalities. No-one will be willing to put forward ideas, if they are subject to personal attacks. By using questions that highlight the areas in dispute, a leader may uncover less obvious solutions. Offering alternatives will also be helpful.
Teaching these skills to your team will radically improve the outcomes for meetings you are involved with in your business. And don't forget that all interactions with others can be considered to be meetings, even one on one...
by: Don Paul Fuller
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