...Approximate reading time: Around 3 minutes
Do you know anyone in your organisation who loves attending meetings? Probably not!
This Leadership Bulletin will help you turn the corner so that your get-togethers are no longer dreaded.
What’s Not OK About Most Meetings
Leaders I coach are forever complaining about the meetings they’re asked to attend. Their complaints are usually founded on their perception that the meetings are neither effective nor efficient, or even that they’re a complete waste of time.
Think about an ineffective meeting you’ve attended recently. Did you notice any of these characteristics?
- The meeting didn’t have a clearly communicated intention, outcome or agenda.
We need a map to know that where we’re going is worthwhile, don’t we?
- The meeting was called to simply impart knowledge.
An email could have done that!
- The more senior people dominated the meeting conversation.
They took advantage of their stripes. Other attendees therefore wondered why they’re there when they’re not contributing anything.
- Issues weren’t candidly and honestly dealt with.
Thoughts and feelings about issues weren’t put on the table. Which had you devoting way too much of your thinking time wondering what was really going on.
- There was a lot of “talking at” and not much to show for it.
It was a long way from being a listening-conversation that progressed the issues being discussed.
Given how much time you're in meetings, something’s got to shift here, doesn’t it?
What Exactly Do You Need To Do To Turn Your Meetings Around?
Let’s draw from Peter Senge’s Skillful Discussion rules to help us form some meeting guidelines…
- Pay attention to your intention.
—Be clear about your intended outcome at all times…including clearly communicating the meeting’s outcome and agenda if you’re the chairperson.
—And ensure you communicate a clear benefit, a “what’s in it for me”, for all meeting participants.
- Balance advocacy with enquiry.
—Communicate your true position, both what you think and any relevant feelings you have about the issues on the table.
—Then ask others about their thoughts and feelings about the issues, responding to them in an up-front fashion, one that encourages them to be up-front and engaged in return.
- Explore differences.
—Be succinct and ensure you share the available airtime.
—Take a position of curiousity when you investigate possible differences of opinion.
- Use self-awareness as a resource.
—Notice your thoughts and reactions to what’s being said.
—If you’re confused, frustrated, angry, etc, ask yourself what you’re thinking and how you’re feeling.
—Be alert to your intention, and appropriately share it, during each step of the conversation.
- Listen openly.
—Genuinely listen for others’ positions. Uncover their true thoughts, feelings and perceptions.
—Then authentically initiate a conversation about what needs to happen to move the matter forward.
Your Leadership Call to Action
How about you go for applying these five “rules” to the meetings you chair? And if you’re a non-chairing meeting attendee, either:
- Suggest to the chair (pre-meeting) that you’d like to propose these guidelines for the meeting, or
- Model the behaviours so that you subtly encourage other meeting attendees to adopt them too.
I promise, you’ll quickly start to notice your meetings becoming more compelling.
Conversations will be more robust and more authentic, attendees will feel like worthwhile and valued contributors, trust levels will increase, and a whole lot more will be accomplished!
As always, keep me posted on your thoughts and your successe 
.
