Leadership

The Art of the Meeting, Part II

Last week I examined the work of the leader or the facilitator of a meeting.  I took a look at some of the responsibilities of the leader such as preparing for the meeting, leading a meeting, and following-up after a meeting.  The article must have resonated with some people, and they provided me some well appreciated and valuable feedback.  In today’s article, I will take a look at the responsibilities of the participants of the meeting.

Yes, you as the participant of the meeting have certain responsibilities just as important as the leader of the meeting.

It is essential that you come to the meeting mentally prepared for engagement and work.  Although you may dread the thought of another meeting, attending this meeting with a negative mindset will not be productive. You have been asked to attend this meeting or are required to attend because what is being discussed is relevant to your work assignment.  You also may have critical information to share that impacts the outcome of some of the agenda items.  Perhaps you have been asked to attend because the leader values your opinions and insights.  I ask you to possess a belief that you are an important cog in the operation of the organization and attend the meeting with the enthusiasm and the zeal that accompanies this status.

I have watched people enter the room with their body language communicating a negative demeanor.  It is written all over their faces that they do not want to be there.  This negativity drains the energy from the room before the meeting begins.  Just think of the impression your negative attitude has on the facilitator when he /she is looking at pouting and disengaged faces. Each participant must choose his/her own personal attitude of engagement and excitement for the meeting.  Although this may sound “corny”, the meetings will be better for all when everyone embraces an enthusiastic attitude.

Arriving for the meeting promptly is critical.  Nothing is more annoying for the facilitator or the entire group when participants trickle in.  This communicates volumes about how one feels about attending the meeting. I used to be able to regularly predict those that would be late.  When you are attending a meeting, take careful note of traffic patterns to the meeting location and always be prepared for those parking lot meetings that are apt to happen.  A real irritant for me would be for a person to walk in late carrying a Dunkin Donuts cup of coffee.  This communicated to me that one could stop for a coffee and yet could not be on time for the meeting.  When I addressed this, the tardy participant wondered why it was such a big deal.  This attitude was disappointing at best, and it just fueled a negative culture.  I always admired Bill Coughlin, former head football coach of the NY Giants because the players knew that “Coughlin time” was always set at least five minutes ahead of the normal time.  When I was coaching, I always had the bus departure set for an odd hour.  For example, the bus would leave at 12:13 PM. It only took one or two players being left behind to set the tone that being punctual is important and the program will move forward without you, win or lose.   Nobody is personally bigger than the program.

Prior to the meeting, take a moment to prepare for the agenda if one was pre-distributed.  If it is a standing agenda know what you will contribute when your time for input comes.  If you were asked to read something, read it.  It is easy to see when one is “winging it”.

Plan to contribute and participate.  Nothing is worse for the leader than when input is asked for and nothing is shared.  The silence is deafening.  The meeting stops.  Any possible momentum that was generated is quickly lost.  I recall several times when I lost my patience because the group covertly failed to participate.  There was a feeling generated that the less they contributed, would result in the meeting ending quicker.  For those that chose to contribute, I could see and sense the scornful looks pointed in that person’s direction.  I can only guess what was said behind that person’s back.  I am thankful that person did not care what was said.  The meeting was important to him/her and it showed.

Please keep your cell phones tucked away.  Nothing is worse than looking out at the group and seeing everyone reading their e mail or texting.  Place your phones on vibrate, and if needed, you can be reached.  If you have a secretary, let them know that you do not want to be disturbed at this time, and let them know your place of meeting and how to reach you in an emergency.  Take care of impending questions from your home base before attending the meeting.  For example, a meeting should not have to be interrupted to ask you if the students were to go outside during recess.  This decision should have been made ahead of time. I am also aware of people texting each other in the meeting while I was leading.

As a participant, it is important that we treat each other with respect and know how to disagree without being disagreeable.  We cannot let a meeting become a free for all.  It is also important that we avoid interrupting each other.  It is essential that we do not personally dominate the meeting.  People do get tired of the “meeting bully”.

Side conversations are also quite annoying and distracting.  Save your comments to your colleague until a break or after the meeting.  If several side conversations are going on at one time, the important message will surely be lost.  I readily recall telling students to use the SLANT method (developed in the Kipp Schools) when in a class.  The same can be applied to meeting participants.  Let us take a look at SLANT:

• S-Sit up
• L-Listen
• A-Ask and answer questions
• N-Nod your head
• T-Track speaker.

You cannot go wrong applying the SLANT philosophy in a meeting.

I argue that the culture of a school or organization is everyone’s responsibility.  Likewise, I will argue that a successful meeting is also everyone’s responsibility.  If you dread a meeting, ask yourself about how you contribute to this dread?  If when you leave a meeting your critique of the meeting is abysmal, what was your role in making it abysmal?  If you assert that the meeting was a waste of time, how did you contribute to this waste of time?  If you answer these questions honestly and reflect as to how you can more positively contribute to these meetings, I remain convinced that your meetings will be more productive, and when you leave, you will leave with a better sense of accomplishment.  Good Luck!