Politics of Meetings, part 3

There are aspects to every meeting which go beyond the typical literature on conducting effective meetings.  It is important to make sure you have an agenda, have invited the right people to the meeting and be sure to define the take aways along with the responsible parties.   

      But there is more to a meeting than that.  So, this series of posts will deal with what I call the Politics of Meetings.  Some have an intuitive grasp of these principles, but most never quite understand there is much more going on, some of which can have serious implications for your ability to rise within the organization. These will not appear in any specific order.

5     5.  What you write

Bring something to write on and take notes.  This will serve four purposes:

                                                               i.      It will remind you of what was discussed if you need to look back.

                                                             ii.      It will provide you a space to record off-shoots from the conversation which need to be followed-up.

                                                            iii.      It will send a clear message that you are engaged.

                                                           iv.      It will allow you to track assignments and take-away actions.  It is prudent to record not only those assigned to you but to others as well.  This allows you to keep in mind the broader picture and offer assistance if possible.  Your assignments should be transferred to your project list as soon as you return to your office along with timelines for completion established.

6.  What you say depends upon what you hear and what you know.

                                    Engaging in the conversation requires active listening skills and focused attention, as well as an open mind to diverse possibilities.  Those who aspire to leadership should be especially attentive to engaging in the conversation.  Here are some considerations.

                                                               i.      If you don’t understand something ask a clarifying question such as “This is what I think you said/mean ___, is that correct?”  This can be easily overused so try to keep your usage of clarifying questions to one per meeting or you risk giving the impression that you are incompetent or haven’t been paying attention.

                                                             ii.      If you have something which either clarifies the discussion or adds to the discussion, make your statement, but be careful not to dominate the conversation.

                                                            iii.      If you disagree with a point that has been put forth, it is appropriate to state that, using terminology which focuses on the issue and not personality, e.g. “I have a different perspective on that,” or “I’m not sure I agree with you for this reason ___.”  Keep in mind that if you disagree, but say nothing, you are tacitly agreeing and will be ethically required to support the result, so speak up if you disagree.

                                                           iv.      If you agree, let that be known by body language or comment.  If your agreement is based on different factors than those already expressed, state those factors, e.g. “I support the direction we are going but for different reasons ___.”

                                                             v.      Before speaking THINK about the ramifications of what is being discussed.  Even if the solution is not the direction you would have chosen, will it accomplish the same ends?  Are there any ethical consideration?  There is usually more than one way to accomplish the same task; don’t become so hidebound that you are unable to see and accept reasonable alternatives.