Team meeting

THE LATECOMER - You must start on time, or people will drift in later and later to future meetings. If you can't deal with an item without inputs from latecomers then re-order the agenda so you can make a start. In the minutes, listing late arrivals as present part-time has a remarkable effect on punctuality for future meetings!

THE TALKER - If someone is taking too long to make a point, indicate the need for brevity. For example:

Chairperson: 'Donna, can you explain-in about half a minute, which is all we've time for right now-the effects of this delay on our marketing plans?'

If Donna still insists on launching into a long speech cut her short by latching on to a key phrase. For example:
Donna: ... 'we see this as vitally important because...'
Chairperson: 'Oh, I hadn't realised that. Er... Ted. Donna sees this as vitally important. From a publicity viewpoint, how significant are these changes?'

THE NON-CONTRIBUTOR - Silence can be difficult to interpret. Does it mean agreement, waiting to hear the views of others, or no contribution worth making? It could simply indicate tiredness, shyness or a hostile attitude to the meeting.

Wake up sleepers by asking them direct questions early on, and keep involving them.
Hostile behaviour often stems from resentment at having to attend or not being asked to chair the meeting. It is usually better to probe and allow affronted members to voice their feelings. You don't have to agree, but just listening can often help clear the air.
Encourage shy people by referring back to their contributions, showing you value their inputs. Junior participants often feel inhibited once their boss has spoken on a topic, particularly if they don't agree with the official line. Encourage their involvement by going up rather than down the pecking order when you call for ideas.

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