QUESTION:  How to Conduct & Prepare for High-Level Meetings?

Dear Merry,

I am a senior leader of Human Resources.  I have been following your column and I am interested in aligning my programs with the goals of the business leaders at my company, as you suggest.  So instead of just rolling out my programs in 2006, I ve made an appointment to meet with each department head and understand what s most important to them and what they would like to see from our programs.

Now that the meetings are scheduled, I am feeling a bit nervous.  Could you suggest some tactics for interacting in these meetings that would help establish a positive relationship with the business line leaders?

RESPONSE:  Show Up An Equal

Dear Executive,

This is a wonderful initiative!

As you think about these meetings it s important to remember that the leaders who are most compelling and the people who make press conferences and speeches look easy are really the ones who have spent the most time preparing and rehearsing.  The more time you spend preparing for each meeting, the more likely you will show up an equal - looking professional and at ease.

Some suggestions for your preparation:

1) Remember to Show Up An Equal:  HR people often tell me they feel they are "only support"  - even subservient - to line leaders.  This is a paradigm I suggest all HR people shift.  The Human Capital of every organization is the one key ingredient without which nothing gets done.  Your programs and advocacy for employees can increase retention, increase the attraction of new employees, increase performance - and even stock value!  You are entitled to show up equal to any line leader. 

2) Get Inside Their Head: Before the meeting, take some time to understand:

a.       What the executive is charged with in 2006. 

b.      Try to anticipate what their point of view might be. 

c.       Know something personal about them for a point of reference and easy conversation.

3) Prepare Good Questions: Examples of powerful questions are:

a.       What keeps you awake at night in regard to your 2006 plan? 

b.      What people issues are most import to you? 

c.       What gaps are you focused on in your 2006 plan?

d.      How do you see your focus affecting/dovetailing with the highest goals of the company?

e.       What role do you see my organization and me playing to support you?

f.        What do you see as the biggest challenge to the business in the long-term and/or short-term?

4) Prepare Powerful Answers: Anticipate the questions the line leader may have for you and have powerful answers well prepared so that the response looks natural and easy for you.  

a.       You should be prepared to answer questions about who you are and what your department is up to. 

b.      Be prepared to speak strategically about your goals for 2006. 

c.       In your responses, emulate the language pace and body language of your line leader - as is authentic for you.

General tactics for the meeting itself:

1) Be In Control of Your Breath: Just before the meeting take a few minutes to connect with your breath and breath in a controlled manner.  For example:  Inhale through the nose to a count of 3 and then exhale through the nose to a count of 3.  Recall and implement this breathing during the meeting.

2) Play the Game at Your Own Pace: Just like a tennis match, you want to set the pace for this "game".  When a question is asked, take your time.  Don t feel you have to "rush the net" and hit the ball back before it even bounces.  It s ok to take a breath and let the ball bounce.  Be sure that you fully understand the question and slow down the pace.  Here are some suggestions:

• Pause:  Don t reply without some sort of pause that allows you to take in the information.
  1.  "That s a good/fair question."...pause... "... Let me think about that for a moment." 
  2. OR " Let me think about that for a while and we ll come back to it before the end of the meeting." (Be sure you do.)
• Respond with a statement first: The part of the brain that works to keep us safe, tells us that a question answered by a question is unsafe.  So always respond with a statement first and then ask clarifying questions.  Examples:
  1. "I ll respond to that question in a minute if you ll first set some more context for me...."
  2. "I ll be glad to answer your question.  Would you say a little more...."
• Don t assume you know what the question means even if it seems obvious.  Get more information.   
  1. "When you say ____ (risk, gain, quickly) - that can mean many things to different people - what specifically are you thinking?"
  2. "Please say more about...."
• Don t assume that you have to respond immediately when you are asked to commit to a deadline or provide additional information.  Instead ask:  "What time frame are you looking for?"  OR "Can I get back to you on Monday after I touch base with my team?" 

3) Be a Good Listener

4) Ask the Powerful Questions You Prepared: Well-prepared questions will demonstrate your professionalism and set the tone for your interaction.

 5) Speak Their Language: When speaking with line leaders always talk in business language.  Refer to Ask The Coach #5 from January 20, 2006 for more information.

These meetings are only the first step in aligning your department with the line leader s goals.  Now that you have formally asked for their input, be sure to follow through with them on how you are addressing their needs. 

Dare to Deliver!

Merry

Merry Marcus, President

www.breakthroughconsulting.com

Submit your coaching question to Ask the Coach: Merry will consider addressing it in a future issue.