There's a lot more to running an effective meeting than having the right room, the right equipment, and the right people. With meetings, the whole really is more than the sum of its parts. How the parts interact with each other and with external elements is as important as the parts themselves. And those interactions are the essence of politics for meetings. This program explores techniques for leading meetings that are based on understanding political interactions, and using that knowledge effectively to meet organizational goals.
You're preparing for a team meeting in about an hour. It's your meeting, and you expect a difficult discussion, because a very polarizing issue must be decided by the close of business today. Some of the attendees, including the team lead from a subcontractor whose work is perennially late, will be attending by telephone. As you're puzzling through the problem of how to handle the mess, you get a phone call from your boss. The VP of Marketing called her, and he wants to "sit in on this one." He wants "to make sure things turn out right," whatever that means.
Are you confident that you can lead the team through such a complex situation effectively? Do you know what your choices are, and what tools are available to you?
Leading meetings effectively, and participating in meetings effectively, requires much more than agendas, conference rooms, flip charts, markers, speakerphones, or projectors. You also have to know how to use them, and that's where politics enters. People need to feel heard, they hate to waste time, and the chair needs to know how to handle sticky situations. This insight-filled program deals with issues such as:
Most of us begin our careers not leading meetings, but participating in them. As we advance in our organizations, we tend to carry this participation-oriented stance with us, and that causes problems. As leaders, we focus too often on participating in meetings, rather than leading them.
Managing a meeting begins with managing yourself. To keep your head clear, and to be ready to handle the sticky issues that sometimes arise, you must limit your load. In this workshop we provide a general framework that helps meeting leaders focus on leading the meeting rather than participating in its content.
We learn through exercises, simulations, and post-workshop activities. We explore these aspects of politics, and apply models of group behavior to help participants learn:
We usually think of The one-day and two-day formats of this workshop include copies of 303 Secrets of Workplace Politics and 101 Tips for Effective Meetings for all participants and their supervisors. Ideal for those who like to supplement their learning by reading, or as a reference for later study. workplace skills as if they were free of emotional content. We hold this belief even though we know that our most difficult situations can be highly charged. Despite these sincere beliefs, taking personal or organizational performance to the next level does require learning how to apply what we know even in situations of high emotional content. That's why this workshop uses a learning model that differs from the one often used for technical content.
Our learning model is partly experiential, which makes the material accessible even during moments of stress. Using a mix of presentation, simulation, group discussion, and metaphorical team problems, we make available to participants the resources they need to make new, more constructive choices even in tense situations.
Executives, leaders, managers, and project team members. We work either with individuals, or with an entire team or with a group drawn from many teams.
Available formats range from 50 minutes to two full days. The longer formats allow for more coverage or more material, more experiential content and deeper understanding of issues specific to audience experience.
If you would like to observe any of these events to help you evaluate the suitability of this program for your organization, please contact me to inquire whether VIP admission is possible.