Meeting effectiveness
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Transcript of Meeting effectiveness
From this webinar, you will gain:Please follow the participant guide sent to you in advance of the webinar. It will be referenced throughout.
Download from the Participant Guide pod if you don’t already have it.
Practical strategies for strengthening your meetings
Language for keeping a meeting focused, managing a disruptive colleague, and guiding a group to a decision
Meeting skills to practice
What is your primary frustration with the meetings you lead and/or attend?
People do their own
thing… walk in late, use their cell phones…
People attack each other and argue endlessly.
Half the meetings I go to are
unproductive.
People don’t show up, then we rehash and meet again. I can’t stand it!
There is no focus. It feels like nothing is ever resolved.
Scenario 1 – What Is the Best Action to Take?Read page 3 in the participant guide and then offer your response via the poll.
Get clear about purpose and communicate 2-3 objectives for your (one hour) meeting.
Informational?
Decision making?
All of the above?
Determine Purpose(s)
Discussion?
Agendas
Date, start and end times
Meeting objectives
Ground rules or norms
Items to be discussed, speaker, specific
outcomes and time allowed
Send agendas out in advance of the meeting.
What ground rules or norms have you seen work?
Meeting Norms
Attendance and promptness
Use of e-devices
Respect + other courtesies
Confidentiality
How discussions will be led
How decisions will be made
Discussions: Focus on Vision and Planning
Vision: How might we strengthen the experience of our undergraduates?
Detail: How can we add electives when we classroom space is so tight?
Problem: How do we convince the state we need the funding?
Drama: Why is the Vice Provost not handling this? Isn’t this his job? What does he do all day?
Discussions: Prepare, Prepare, Prepare!
The issue is…
It is significant because … (What is at stake? What is impact if unresolved?)
Succinct, relevant background
Action taken to date
What I am seeking from this group…
Scenario 2 – How Do You Respond?Read page 12 in your participant guide and then offer your responses via the poll.
Understanding Emotions
The capacity to make decisions, solve problems and understand complex ideas is reduced when we feel threatened --- physically or socially.
Attacking/Defending
Is personal; about a person
Has an emotional component
Often reflects a need to establish status, fairness, etc., in response to some threat
Is about blaming or judging another (being “better than”)
Disagreeing
Is about an issue, not a person
Comes from logical, rational thought
When done well, is followed by a question so that an exchange of ideas can take place
Is neutral or judgment-free
Balancing Advocacy with Inquiry
Advocacy – clear, persuasive statements about one’s thoughts
Inquiry – questions of how, what and why that seek others’ thoughts and opinions
Managing Negative EmotionsWhat are other ideas for managing negative emotions in meetings?
Meet before the meeting Use/enforce meeting norms Acknowledge various opinions and
ideas upfront Model a balance of advocacy and
inquiry Use a system for calling on one
person at a time Use a parking lot
Systems for One Speaker at a Time
Announce a queue
Pass an object; allow talking only when object is in hand
Use “round robin”
Call alphabetically on speakers according to last name
Ahead of meeting identify those who will be given a chance to speak (representatives of different views)
Options for Responding to Disruptions: Take a break
Give feedback in private, post meeting
Give feedback in the moment
Neutrally summarize main points (not tone) and ask a new question to others in the room
Please stop talking right now.
Be 100% respectful Talk about behaviors Describe impact Listen Ask for behavior change Identify ways you can support the
behavior change
Feedback After the MeetingStay focused on how this person conducted him/herself in the meeting; on behaviors.
Do not talk about the content of the discussion/issue.
Be 100% respectful Speak with emotional
detachment Repeat back verbatim what was
heard Offer no interpretation/inference Acknowledge the point being
made and ask for adherence to norms
Ask for others’ perspectives
Avoid interpreting
body language and tone
Feedback in the Moment
Guiding a Group to a Decision
Distinguish between seeking input and making a decision
Know your Pattern of Administration
Discuss issue at one meeting, make decision at next
Summarize points of agreement, then address points of disagreement one at a time
Thank you for attending this webinar on Leading Academic Meetings
A link to an evaluation will be sent to you via email. Please take 5 minutes to complete a brief survey!
