Meetings Suck: Turning One of the Most Loathed Elements of Business into One of the Most Valuable by Cameron Herold

Author:Cameron Herold
Language: eng
Format: mobi, epub, azw3
ISBN: 9781619614161
Publisher: Lioncrest Publishing
Published: 2016-04-24T14:00:00+00:00

8

FOSTERING USEFUL COMMUNICATION

As I mentioned in chapter 2, sometimes the same people tend to speak up in every meeting. But the Dominant and Expressive personalities often forget to include the more senior people over the junior level employees.

But everyone needs to be heard during a meeting. If you don’t need to hear from someone in the meeting, and that person silently sits in his or her chair, then that person didn’t need to be there. You want the more silent, reserved people to speak up, because they could add tremendous value to the discussion.

HEALTHY CONFLICT

You want everyone participating, because you need a healthy dose of conflict and differing opinions. Unfortunately, conflict is a common deterrent during a discussion. People shy away from speaking up and sharing a dissenting view because it makes them uncomfortable.

But just because people disagree doesn’t mean they dislike each other. Healthy conflict is the result of two people arguing passionately over what they believe is right. As long as the argument is to move an idea or agenda item forward, and not merely for the sake of being “right,” conflict is healthy and should be used to advance the company.

The one caveat to conflict is when it involves senior leaders arguing in front of the group. Sometimes, alignment must be displayed among the leadership team. The group needs to see that everyone is on the same page even if differences need sorting. If that’s the case, then sort those details out in a more private setting after the meeting.

ENCOURAGING ALL TO PARTICIPATE

So what should you do when you have quieter, more reserved people in a meeting? The best thing you can do as the leader is first to hold your ideas back until the end. Too often, leaders offer their ideas first. But people don’t become confident, or grow as leaders, by listening to what you have to say. Instead, you need to encourage the members of the team to offer their ideas first, especially those less inclined to speak up.

Ask the quieter types—the Analyticals and the Amiables—and junior folks what they’re thinking. One day, those junior members will become senior leaders and the quiet types may also be required to run meetings. The more confidence they acquire under your leadership, the better, more effective leaders they will become.

Once you’ve called on the junior and quieter types, then move on to the more talkative types and then the senior staff. When you solicit feedback in this way, you build people’s confidence and ensure that you hear from all viewpoints. Plus, if a good idea emerges, then the team has solved the problem on its own, which builds confidence and unity too.

BANNING DEVICES?

Regarding devices, I don’t see them as a problem in the same way that I don’t see guns as a problem, per se. Both require people to act inappropriately before these things become problematic. Personally, I prefer not to use devices during a meeting. However, some people find them helpful. I know many people who take notes on a laptop.

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