Tags
Administration
Benefits
Communication
Communication Programs
Compensation
Conflict & Dispute Resolution
Developing & Coaching Others
Employee Satisfaction/Engagement
Executive Coaching
HR Metrics & Measurement
HR Outsourcing
HRIS/ERP
Human Resources Management
Internal Corporate Communications
Labor Relations
Labor Trends
Leadership
Leadership Training & Development
Leading Others
Legal
Management
Motivating
Motivation
Organizational Development
Pay Strategies
Performance Management
Present Trends
Recognition
Retention
Staffing
Staffing and Recruitment
Structure & Organization
Talent
The HR Practitioner
Training
Training and Development
Trends
U.S. Based Legal Issues
Vision, Values & Mission
Work-Life Programs & Employee Assistance Programs - EAP
Workforce Acquisition
Workforce Management
Workforce Planning
Workplace Regulations
corporate learning
employee engagement
interpersonal communications
leadership competencies
leadership development
legislation
News
Onboarding Best Practices
Good Guy = Bad Manager :: Bad Guy = Good Manager. Is it a Myth?
Five Interview Tips for Winning Your First $100K+ Job
Base Pay Increases Remain Steady in 2007, Mercer Survey Finds
Online Overload: The Perfect Candidates Are Out There - If You Can Find Them
Cartus Global Survey Shows Trend to Shorter-Term International Relocation Assignments
New Survey Indicates Majority Plan to Postpone Retirement
What do You Mean My Company’s A Stepping Stone?
Rewards, Vacation and Perks Are Passé; Canadians Care Most About Cash
Do’s and Don’ts of Offshoring
Error: No such template "/hrDesign/network_profileHeader"!
Blogs / Send feedback
Help us to understand what's happening?
Reason
It's a fake news story
It's misleading, offensive or inappropriate
It should not be published here
It is spam
Your comment
More information
Security Code
Joan Lloyd's HR Words of Advice: Meetings present a maze of problems
Created by
Joan Lloyd
Content
If you want to get the most out of the meetings you lead, you must know how to manage
different situations as they come up. Any group of people working together will bring a
wide range of needs and abilities that you can direct, much like a traffic cop at a busy
intersection.
Before we look at some problem situations, let's consider the important leadership
characteristics that establish a healthy, participative atmosphere. Without these, your
meeting may never get off the ground.
Listen
Don’t be a road hog. Let them do at least 76% of the talking, or more.
Don't use your meetings to get on your pulpit or podium. Be positive and encouraging
by looking for the merit in people's comments and by encouraging incomplete, unusual
or hesitant ideas.
Protect members from personal attack
Nothing will choke off participation faster than immediate evaluation or put-downs. This
protection includes allowing everyone to get in their "two cents worth." Be honest and
good humored about admitting your mistakes and not having all the answers. Don't be
afraid to tell the group when you're upset, tired, distracted or in doubt. Being human can
build trust and credibility. If you do, the group will stay on your side.
Paraphrase and clarify
Even when all else fails, these two techniques will probably save you. They are key,
meeting-leading skills.
Now lets look at some familiar problems and how to handle them, as discussed in the
book, "How to Make Meetings Work," by Michael Doyle and David Straus.
The great silence
Avoid the temptation to fill the void. Wait for a while. If nothing happens, ask the group
what the problem is. People may be confused, bored, lost or deep in thought. Don't be a
mind-reader, and never assume.
Ask for suggestions on what to do next. If nothing is offered, make a suggestion yourself
and check out their acceptance. Or, ask each individual for his or her thoughts at the
moment.
It may be a good time to summarize what has happened up to this point. You might
even suggest a short stretch or break, or ask them if it's time to move on to the next
point. The important thing is to stay on their wavelength.
The traffic jam
When everyone talks at once, good ideas are lost and nothing is accomplished. Say,
"Hold it everybody. We will accomplish much more if one person speaks at a time."
The interrupter.
Sometimes people are impatient and excited, or afraid an idea will be lost if it isn't
blurted out. Deal with the interrupter immediately. People will be watching to see if you
protect their right to speak.
Don't play favorites, either, even if the interrupter is a VIP. You could say, "Please hold
on to your idea a moment, Frank. Let's let Mary finish what she was saying."
The rambler
Ramblers love meetings. They can smell a meeting from a department away. They
often use this forum to voice complaints or share their years of experience.
They may have a lot of good ideas to offer, but lose them on a restless audience. Force
yourself to listen for a useful idea. Then, wait for a natural pause or break, confirm your
understanding of the point in the story and ask someone else for an opinion.
The attacker
It's important to hear conflicting viewpoints, but when someone's idea or personality is
attacked, it's time to blow the whistle.
Paraphrase the attacker's idea, but leave out the personal references. Attack: "Where
did you get an idea like that? You obviously haven't had any experience dealing with
that department."
Your paraphrased response: "Let's make sure we are capturing your criticisms. You feel
that this suggestion is unrealistic and unworkable?"
Whisperers
Sometimes people are hesitant to state an objection. Whispering to someone nearby
can destroy the concentration and trust in your meeting.
Look directly at the conversers. If that doesn't work, say, "It looks like you have some
ideas on this. Would you like to share them with the group?" Don't embarrass them, or
the group may protect them and turn against you.
The Dropout
If someone is silent, doodling or reading, don't play "gotcha" by saying, "What do you
think about that, Claudia?" She may be thinking about the problem at hand or
preoccupied. Perhaps she shouldn't even be there if she has no interest in the
discussion.
You could try to bring her into the discussion by saying, "Claudia, I'd like to hear your
ideas on this. I'll give you a moment to think. How about you, Jerry?"
Joan Lloyd is a Milwaukee-based executive coach, organizational & leadership
development strategist. She has a proven track record spanning more than 20 years,
and is known for her ability to help leaders and their teams achieve measurable, lasting
improvements. Email your question to Joan at info@joanlloyd.com and visit
www.JoanLloyd.com to search an archive of more than 1600 of Joan’s articles. Contact
Joan Lloyd & Associates (414) 354-9500. ©Joan Lloyd & Associates, Inc.
Copyright © 1999-2025 by
HR.com - Maximizing Human Potential
. All rights reserved.