THE INTERRUPTERS Next comes the person who keeps interrupting before others have finished. If you don’t get on top of this early, others will copy them. So, the first time it happens, simply say: “Hold on a minute, Al. Jim wasn’t quite finished”
THE WHISPERERS Members of the meeting take to whispering amongst themselves. This sometimes can be handled before the meeting by using name cards to separate known culprits. If it happens during the meeting, there are several actions to take. Key amongst these is simply to stop talking - a few seconds of silence will gain their attention. Or, simply walking closer to them can have the same effect. You can also ask them to share their point with the meeting (try not to appear to cynical or “school-teacherish”). Also, you can simply announce: “Let’s focus on one thing or one person at a time folks”
THE VERBAL ATTACKERS One member verbally attacks another person in the meeting. They may respond. So, what do you do? You can, if possible, physically move between them; preventing eye contact. Or, you can insist they talk through you, which can take the sting out of the situation. Refocus on the task or area under discussion; because attacks are often about behaviours. You might even call a “time-out” - as long as this doesn’t appear to blame or inconvenience the “innocent” parties i.e. everyone else in the meeting. As a last resort, you might ask the combatants to leave the meeting and have a private discussion
THE CHALLENGERS This time it’s you - as meeting leader - who is challenged. Don’t react. Take a moment to think - and then respond. If you’re behaviour or attitude is under fire, ask for specific examples rather than general complaints. Don’t make this appear a challenge; simply a request for information. If one person challenges you about your behaviour or attitude towards another member e.g. “You’re not giving Jim a fair chance to talk” - then check with that person, but in a neutral way - not - “I am giving you a fair crack of the whip, amn’t I?”. This can also be used where one person tries to speak for another
THE ASSUMING-COMMANDERS Then there’s the person who tries to take over the running of the meeting by “backseat driving” you e.g. “I’d allow more time for discussion if I was you”. Check with the group and see if they feel the same. If so, then allow time if you can. But, by checking in a neutral way, you prevent the backseat-driver from taking over
THE EXPERTS The “expert” uses their credentials and experience to dominate with opinions. Their insight can be valuable; but not, for example, where you are looking for fresh ideas. In such cases, recognise their expertise, but point out you are also wanting to look at the situation through some different pairs of eyes and see what they can add. Be careful, also, that the expert doesn’t try to shout down (even with a quiet voice) any new ideas. The rule is - ideas are collected without comment; assessment can come later In these two articles, we've looked at some of the most common "interruptions" to the smooth flow of your meetings. And, supplied some tips to help you deal with them. of course, many can be avoided with some thoughtful planning!
Your meetings - problem people and moments - part two - To learn more about this author, visit Gordon Veniard's Website.
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