Your meetings - problem people and moments - part one
Your meetings - problem people and moments - part one
THE QUIET
Aim to bring quiet people (or those lacking in confidence) out of their shell by concentrating on the "open" type of questions e.g. who, what, where, when, how, in what way etc.. Support and encourage their contributions, let them know that you genuinely want to hear their views - that there are no right or wrong answers - that this isn't a test!
THE DOMINATORS
With those people who try to dominate either the meeting itself, or those who attend, you want to - politely - assert your control. This can be achieved by asking them to summarise the key point they wish to make, by asking a closed question to close them down, or by taking a point they have made and quickly and clearly asking someone else to comment on, or add to, it
THE LATE-COMERS
If someone habitually arrives late, and then makes a big "event" of their arrival - simply acknowledge their presence. Don’t update them on what’s happened, just carry on. Privately - never during the meeting - discuss the reasons for their regular late arrivals. Never delay meetings until “regular” latecomers grace you with their presence. If there is a one-off, valid reason for delay e.g. safety emergency - then that can be accepted
THE EARLY-LEAVERS
The individual who regularly has to leave the meeting early - “making a grand departure”. Again, not acceptable - and needs to be dealt with in private. However, do consider if your meetings might be going on a bit too long! Might this person be drawing attention to this? It can also be useful at the start to confirm the length of the meeting
THE IRRELEVANT
If someone is disrupting your meeting by bringing in issues irrelevant to it, offer to discuss these later on a one-to-one basis, explaining that you need to stick to the "agenda" issues, as time is limited
THE REPEATERS
If an individual keeps repeating themselves to try and persuade others to their point of view; you need to move on before others are “switched off” by this. You can let the person know that you - and therefore others - have heard their views. You might summarise back to them. then, add a rider that this can be referred to if the need arises later in the meeting
Your meetings problem people and moments part one - To learn more about this author, visit Gordon Veniard's Website.
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Here are some pointers to help you deal with some of the most common "problems with people" moments during your meetings -
THE QUIET
Aim to bring quiet people (or those lacking in confidence) out of their shell by concentrating on the "open" type of questions e.g. who, what, where, when, how, in what way etc.. Support and encourage their contributions, let them know that you genuinely want to hear their views - that there are no right or wrong answers - that this isn't a test!
THE DOMINATORS
With those people who try to dominate either the meeting itself, or those who attend, you want to - politely - assert your control. This can be achieved by asking them to summarise the key point they wish to make, by asking a closed question to close them down, or by taking a point they have made and quickly and clearly asking someone else to comment on, or add to, it
THE LATE-COMERS
If someone habitually arrives late, and then makes a big "event" of their arrival - simply acknowledge their presence. Don’t update them on what’s happened, just carry on. Privately - never during the meeting - discuss the reasons for their regular late arrivals. Never delay meetings until “regular” latecomers grace you with their presence. If there is a one-off, valid reason for delay e.g. safety emergency - then that can be accepted
THE EARLY-LEAVERS
The individual who regularly has to leave the meeting early - “making a grand departure”. Again, not acceptable - and needs to be dealt with in private. However, do consider if your meetings might be going on a bit too long! Might this person be drawing attention to this? It can also be useful at the start to confirm the length of the meeting
THE IRRELEVANT
If someone is disrupting your meeting by bringing in issues irrelevant to it, offer to discuss these later on a one-to-one basis, explaining that you need to stick to the "agenda" issues, as time is limited
THE REPEATERS
If an individual keeps repeating themselves to try and persuade others to their point of view; you need to move on before others are “switched off” by this. You can let the person know that you - and therefore others - have heard their views. You might summarise back to them. then, add a rider that this can be referred to if the need arises later in the meeting
Your meetings problem people and moments part one - To learn more about this author, visit Gordon Veniard's Website.
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Jeff FosterWebBizIdeas.com is a Minneapolis website design company founded to help people start an internet business by providing them with website, business, and internet resources that help foster the growth of successful online businesses and develop innovative Internet business ideas. We specialize in internet consulting & internet marketing. - Visit Jeff Foster's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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