Meeting chair - clear and trustworthy

Do you dance from the meeting?

It was a nice and efficient meeting, thank you very much !? Do you sometimes say that to a meeting leader? Or do you hear it when you have sat at the end of the table?
If it does not happen so often, you are not alone in being frustrated with meetings. A survey among managers and salaried employees * from Teglkamp & Co has shown that four out of ten do not thrive on the amount, length and content of the meetings they attend.
Smiling woman

Catch the thrillers in advance

Among the results were:

  • Only 43% experience that good meeting management is most often exercised
  • 34% meant that the agenda was not followed
  • 40% expresses that the meetings are not completed within the stipulated time - and
  • 38% indicated that they not went from the meetings with a positive experience

More than a third go from the meetings without a positive experience! It's really tragic.
Other thrillers that I encounter when I rent in order to lift a dedicated meeting culture:

  • There are participants who talk too much
  • It is unclear who should do what and no agreements are being followed
  • It is the same people who make the decisions without listening to the others
  • The same subjects will be brought up again and again

Inefficient meetings that frustrate the participants are really a shame. All the wonderful time that could be used better. All the commitment that fades.

Five fifths that motivate

The classic tips for good meeting management include clear calls, reviewed agenda, compliance with time and writing of a relevant report. All necessary elements that provide security and lead participants safely throughout the meeting.

But if you also want to give the participants a joy and joy, then also the craft itself? implementation of the meeting - pay attention.
As a meeting leader, you can make a big difference and help your colleagues and employees to get inspired and motivated from the meeting. These are some simple steps:

1. Summarize.

Repeat the main message every time a speaker has completed his post. Pay attention to mention the speaker's intention as you understand it. For example:? So for the sake of transparency towards customers Do you suggest we change the text on the packages. Is that correct?

It is invaluable for the speaker to know that he / she has been heard, and it helps everyone understand when you mention the purpose as you understand it. If you mistake, the speaker must correct.

2. Track the discussion.

Be aware of whether new threads are brought into the discussion. If that happens, name and park the new threads and pick them up when the main thread is finished. For example: • Your suggestion that we make a campaign this autumn will save you just until we finish talking about the summer program. OK??

It gives peace on the table when a participant is not allowed to renounce the conversation and it strengthens confidence in you as a meeting leader.

3. Ask for response

When small and big decisions are to be made, be clear about expressions of everyone and assess how high a threshold you want to put. For example, you might ask: • Are there any people who want serious concerns? Or? Are there any of you who have the slightest uneasiness to say yes?

The former provides a faster decision-making process, but can relieve confidence in the group. The latter increases the time spent on the decision, but at the same time reinforces inclusion and co-ownership. Assess when high and low threshold is relevant.

4. Take objections seriously.

Objections contain development opportunities and are too expensive to overhear. Investigate the intention of the speaker's objection and seek to include it. It gives better decisions and tranquility on the backside. For example: "Are you worried if we will get the invitations on time since you are against Claus to make layout? Can you suggest another? '

When the individual is heard and objections are taken seriously, they become rarer and less insistent; it creates corps spirit.

5. Insistence on clarity.

Be concrete and specific when entering into agreements. For example:? Lise, would you contact the residents' association? When will you do it? And how would you let us know the outcome ??

With clear decisions, confidence is encouraged to solve the tasks. It grows accountability.

Common to these five is respect for the participants and direction in the meeting.
When every meeting participant is treated with respect, it spreads in the team and the members will start listening curiously to each other.
If there was a broke or rejection culture before, it will be replaced with confidence that divergent views are for everyone's best.

Get the participants to dance

It requires a dedicated effort to become stronger in meeting management. I know you have it in you? because I've learned it from scratch myself. It is simple, direct communication and an appropriate amount of courage and willingness to do something different.
Then you will also experience spontaneous feedback like the one I received from Henrik Hauggaard-Nielsen, a researcher at DTU Risø:

"Pernille, you are among the few I have met who are able to facilitate professional discussion processes so that those involved feel heard while moving a new place. It's a great feature. You have a good understanding of the system and high professionalism competence."

Then that day was saved!

Give yourself a boost

The goal of meeting management is not to reach a number of information or decisions through the set time. It is about engaging the meeting participants so that they get the tasks already on their way out of the meeting room - because they can not be left.

You can easily get even better in meeting management. You can order the course Meetings - Clear and Credible. I have led 100-show of meetings and participated in many more, and I know I can help you find from vote at the meeting table, regardless of who else is sitting there.

It takes place as follows:
As soon as I receive your ordering Facilitator - Clear and Credible, I will send you some questions that you answer before our first meeting. During six meetings with the 1-2 week range, we will systematically review the following:

  • Meeting management from call to minutes
  • Covering your strengths and challenges
  • Your automatic reactions when you're in trouble
  • Examining new grips that suits you
  • New meeting software - right into your DNA
  • New goals for clear and empathetic leadership

Meetings take place over Skype or at my office in Slagelse.
Not only will you become more clear and trustworthy in the role of meeting leader, your new skills will invariably shrink over and have a positive impact on other areas of your work and privacy.

* Read the entire mentioned study from Teglkammp & Co here.