Your meetings - problem people and moments - part two
Your meetings - problem people and moments - part two
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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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.
Like this article? Share it with your friends
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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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