We’ve Got To Start Meeting Like This

Here’s a riddle to consider before you read any further. What is often boring, too long, lacking participation and expensive?

According to a multitude of clients, the answer is...(the envelope please)...meetings!

Repeatedly, clients bemoan the lack of value in meetings. In a business climate that seeks to add value to nearly everything that is done, meetings are prime targets for evaluation. Consider this. If you are in a meeting of ten people where salaries range from $50,000- $150,000, the average expense of a one hour and eighteen minute meeting (after all, how many meetings actually stay within their one hour designated time frame?) is about $691.00. Most of us agree that, for the money, we would rather have an investment with a real value of return. There are an array of strategies for improving the effectiveness of and enthusiasm for meetings. Getting focused participation from those whose contribution is valuable will reap the rate of return that you desire. If you use the strategies outlined here in your next meetings, improved results are guaranteed.

1. Find ways to position the need for contribution. Here are ideas to do this. When sending information about a meeting, reference that participants need to come prepared to contribute. If useful, even take a few moments to call or e-mail notes that let specific people know that you are counting on their input on particular issues.

2. When opening the meeting, establish guidelines for its success that include the need for participation and how participation is honored. The subtlety of this is recognized and appreciated by your attendees. For example, I often remind participants of the need to honor the time and energy dedicated to the meeting by the following: Start/end on time, Contribute proactively, Confront issues honestly, but respectfully, and Listen with care. We then hold each other accountable and even reward participation (my first choice is with chocolate!) In the hundreds of meetings I’ve facilitated, there has rarely been a miss on great participation when guidelines acceptable to the group are used.

3. Let participants know at the beginning of your meeting that you will ask questions during the meeting. Reduce potential discomfort by saying, “I may call on you, but if you prefer not to respond, just call on someone else.” Then responding or calling on someone else becomes their choice.

4. When confusion or misunderstanding occurs in the group, “own” it as yours. Regardless of why something gets misunderstood, take responsibility for it by saying something like, “I don’t think I was clear enough on that. What questions do you have?” or “I think one of you could help restate that point better than I did. Jody, would you take a shot at that?” or “What did I just do to cause misunderstanding?” By owning the mistake, we reduce potential defensiveness in others, and direct their energy to helping resolve the confusion.

5. Just as a professional speaker “plants questions” in an audience for the Q and A segment at times, you might consider “planting responses.” But what I mean by that is to let specific people know ahead of time that you will be calling on them for their response to particular issues. You are not telling them what to say, you are just ensuring that there are participants who will contribute.

6. When asking a question of a group, give enough of a pause to let people think. Too often, we ask a question, and then get nervous with the subsequent silence. Stop, breathe, and allow your participants to think. I’ve even found it useful to sit down if I’m standing or relax more in my chair if I’m already sitting after asking a question. It’s a visual cue to participants that I really do want to hear from them. Invite the silence to work for you.

7. Affirm people for their contributions right after they occur. Remember, what gets rewarded gets repeated. A simple, but sincere “thank you” goes a long way to raising the probability that participants will contribute again...and again. At the end of a meeting, take a moment to express appreciation for contributions and what they meant to the results of the meeting.

Once again, as we consider these ideas, it is obvious that they are simple to understand. The much more difficult issue is to make habits of these good and simple ideas. Read on for one more reminder of the need to take action.

There is a short math problem that goes like this: Three frogs were sitting on a lily pad. One decided to jump. How many were left?

Ready for the answer? Three. One frog decided to jump; he didn’t actually make the leap. And our challenge is the same-- to take the leap from the decision to the action. Take the actions that raise participation in your meetings whether you are the leader or in a ring-side seat. You’ll be a major part of turning an expense into a valuable investment.

By Susan B. Wilson, President, Executive Strategies