Leading Meetings in Your Business

Whether you have called the meeting or are an invitee, a leader will always have a part to play, ensuring that participants stay focused, included, and co-operative.

Focus is important, because if the discussion goes off agenda, time may be wasted. A leader can redirect the meeting: "Perhaps that is something for another dicussion - let's take notes and we could brainstorm that later" - "We should to stay with our first subject and finalize that before we start another, don't you think?"

To include everyone in the group, and maximise the outcomes, you need to identify the basic personalities. There are movers, opposers, followers, and watchers. Movers are the ones that suggest ideas and run with them, usually the first to initiate action. You are probably a mover, if you are an entrepreneur. Opposers are competing with movers, often becoming movers themselves. They look for the facts, and argue for points. Followers may see a need to play it safe, and see where the meeting is headed, before adding their often useful input. Watchers are just that - they stay out of the discussion, but take a commentators role.

As a leader, encourage the movers by pointing them in the direction of the agenda, but don't ignore the others - make sure their input is solicited. Opposers may initially block the meetings' objectives, but can be used as "Devils Advocates." Set tasks that will use their objections "Check that out and find out if that will help or hinder our agenda" Leader's tend to be opposers at meetings they have not called - be aware of that and watch for the opposer in yourself.

Followers are often very creative, once their need for safety is met. Assign them implementation tasks - they will be gratified at that, and handle challenges enthusiastically.

Watchers are usually time wasters - don't waste energy trying to get them to take a position on anything - use them to investigate and report if they are willing - but report to you privately, as they will not wish to be judged on their input publicly.

Getting people in a meeting to work co-operatively is a big ask. Everyone has their own personal needs and private agendas, and these need to be fulfilled BEFORE focus can transfer to the agenda.

Here is where a leader needs to work hard before meetings to ensure that skills essential to group interaction have been learned by the team.

Listening. We all listen, but how effective is your listening. We tend to anticipate what someone is about to say, and even if we are right we will miss something because we will be 10% (or more) wrong, and that 10% may be the really important part.

Leader's should summarize after each person speaks, and check if that is what was meant. Asking others if that is what they "heard" gives participants an opportunity to review and process what was said. Leader's may also interrupt responses that are off subject. It should be done carefully, so as not to alienate the responder.

Support. We all compete - it's natural. It is difficult at times, but supporting ideas from someone else promotes team effectiveness. Even when we disgree with MOST of an idea, showing agreement for some of the ideas fosters the team.

A leader must show the way here, by listening for things to support, and adding and building on those things. Synergy will build the rapport of the group.

Disagreeing. It would be a good feeling if everyone agreed about everything at meetings, but disagreeing is necessary, and good. Solutions are stronger if they survive criticism, and constructive disagreement is conducive to team harmony, in the longer term. When people learn how to survive criticism, it makes working with others less stressful and more productive.

Leaders need to ensure that criticisms are NOT personal, but about the ideas - personal criticism won't "win friends and influence people" and will preclude future support for ideas. By ensuring diagreement is impersonal, everyone considers the facts, not the personalities. Finding things to support before overall diagreement helps lessen feelings of loss, gives balance. Lead with questions that highlight the issue, that may expose less obvious reasons for the disagreement that may be crucial to the issue. Try to offer alternatives when disagreeing with something.

Using and teaching these skills will improve meetings you are involved with in your business. And remember, all interactions with others are really meetings...