Meeting
for Success
by Dr. John Weaver
The
best meetings in which I have participated leave me feeling energized and eager
to meet the challenges in my work. At
other times, I am drained and discouraged after a meeting.
What makes the difference?
All meetings are not created
equal. Meetings that energize are
characterized by the exchange of important information.
These meetings encourage problem solving and innovation.
Participants experience our connection with each other and view
themselves as a "team." Members
of the team believe they have valuable contributions to make that will
contribute to the success of the organization.
Psychologists have
identified critical leader behaviors for meetings that energize:
Provide
a self-critique early.
Meetings can be
threatening. This means that problems may be hidden or minimized to
provide positive impression management. When
leaders demonstrate the willingness to criticize themselves, it gives permission
for others to openly discuss problems and learn from mistakes.
Accept
feedback and ideas from others.
Feedback and ideas need to be acknowledged verbally.
Explicit recognition establishes a context for active problem solving. When group members feel heard, defensiveness drops and it is
easier to engage in finding solutions.
Focus
on task focused feedback. Behavior is changeable; character is not.
Effective leaders maintain focus on the task at hand and present feedback
about specific behavior that needs change.
Provide
specific, constructive suggestions.
Here is a variation on an old adage, “don’t just tell team
members about problems; give them solutions."
It is more helpful to give suggestions for positive change than to only
identify what behavior needs to stop.
Encourage
active team member participation.
The group process favors as some personality styles over others.
Some people find it easy to speak up.
Others are more reticent and it may take more time to formulate a
statement that is coherent. A good
leader will create space for everyone to contribute.
Guide
meetings to include discussions of "teamwork."
It is necessary to be aware of
teamwork as well as task work. Task
work is more obvious and more concrete. Teamwork
(the way things get done) is more enduring.
Vocalize
satisfaction when members improve. If
you don’t tell them what is right, participants may try to fix what is not
broken. When corrections are made
but not acknowledged, members may assume that the leader 1) did not notice, 2)
got tired of pointing out the problem, or 3) is satisfied with the results.
Different individuals will assume different motives.
(Source:
“Training Team Leaders to Facilitate Team Learning and Performance”,
by Scott Tannenbaum, Kimberly Smith-Jentsch, & Scott Behson)
Dr. John Weaver is a
business psychologist and an independent consultant.
He can be reached by email at jweaver@psychologyforbusiness.com
or by phone at (262) 544-9918.
If you have an issue you
would like to see addressed by the Waukesha Chamber of Commerce HR Council,
please feel free to email your suggestions to palmer@palmer-finnerty.com
or jweaver@psychologyforbusiness.com