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Your questions answered

Q - Hiya Mr. Guru. Neat name by the way. What’s the downside of online meetings in your opinion? Thanks.

A - By chance I’ve been think about this on and off for a while. Most of my initial thoughts were over-elaborate and/or right up an intellectual cul-de-sac. And then it struck me. Humans have evolved to require both familiarity (to a degree) and interaction in order to have an effective dialogue. Now then, online meetings are certainly, when chaired properly, very time efficient. No doubt about it. However . . .
I’ve seen no evidence as to the quality of (for example) decision-making comparing traditional (expensive) everyone in a room together type of meeting contrasted to online ones. For the foreseeable future, all and any important meetings involving my businesses will remain face-to-face. Nevertheless I must point out that I’m not a youngster. I use online all day, nearly every day. I understand it – but I didn’t grow up with it. The point being that my response may be appropriate for my age-band, but possibly only my age band.

Tip of the day

Never forget that a ‘relationship of mutual liking’ between any two individuals in all and any meetings doesn’t happen by chance. The reality is that it seems like it does. So if you want to be effective in a meeting then first, be aware of the psychological phenomena that (a) influence and effect whether a person likes you, (b) doesn’t like you or is (c) indifferent to you.

Disciplinary procedures: meetings and decisions

Extract . . .

After your employer has followed the first step in the statutory minimum disciplinary procedure and sent you a written letter setting out what has led them to consider disciplinary action, they should arrange a meeting.

The meeting (or ‘hearing’) must happen before any disciplinary action is taken. If your employer hasn’t explained in the letter the reasons why they are disciplining you, they have to explain this before the meeting.

The meeting should:

1. be arranged at a reasonable time for you and anyone else involved
2. be in a private place (so there are no interruptions)
3. be arranged so you get enough time to prepare

If you don’t think you have enough time to prepare then ask your employer for more. There’s no specific minimum amount of time that your employer must give but they should make sure you know what the meeting is for (and not just say ‘come into my office for a chat’).

Read more here:

http://www.direct.gov.uk/en/Employment/ResolvingWorkplaceDisputes/Disciplinaryprocedures/DG_10028114

Tip of the day

If you want to be successful in a meeting – any meeting be it commercial through to romance (or indeed romance as a commercial proposition! you need cooperation from other people. Without it your best efforts will fail. Arguably then, as much care, time and effort as is spent on the ‘message’ should be spent on achieving cooperation through presenting the message appropriately. Many ‘messengers’ either don’t know this or have forgotten it!

(Howard Popeck)

Top tips for the novice chairperson

There’s a time and place for debate – and it isn’t after the decisions are agreed at the meeting. Certainly apply flexibility that allows experimental decisions to be tested and refined after a period of time – but point out that this only happens outside and after the meeting.

Meeting World’s New Home

Meeting World now has its own domain here at

www.meetingworld.co.uk

All posts, comments and other useful information has been moved and all you need to do is bookmark this page to maintain the contact with our site’s information feeds.

Happy meetings!

Ed.

Why meetings fail – Howard Popeck

. . . offers enlightenment, based on practical real-world experiences rather than academic posturing!

Observation has shown time and again that meetings don’t succeed when one or more of the participants resent being there. They might take the view that based on previous experience no rational outcome will be achieved, so why attend? Possibly they know the personalities involved – or think they do. Possibly those personality perceptions are correct, but sometimes not. In any event, they just don’t want to be there.

A good chairperson should, prior to the meeting, make it unambiguously clear why everyone’s attendance at the meeting is valuable. If a particular individual has misgivings, then a personalised email is courteous and shows respect for the attendee.

Another common observation is the lack of faith that any outcome of that meeting is likely to be implemented. Again, this issue should be addressed out loud by the chairperson, possibly during or at the beginning of the meeting. Without these assurances, this may well mean that trust in the whole process will be fatally diluted.

Meetings also fail when a “wrecker,” who hides behind the facade of good intentions and works to an entirely different agenda, is not spotted early on. Either the chairperson fails to recognise them or lacks the resolve to address them head-on. This is absolutely crucial. Techniques for addressing this exist and will appear in a forthcoming article.

People frequently forget that having a meeting, in its ultimate form, is purely and simply to enable the participants to arrive at a decision. This is in marked contrast to what happens in many meetings where an opportunity to exchange information takes place. In the modern world, with digital communication, any preliminary information should be exchanged before the meeting. By doing this, the meeting will be as brief as possible. Remember that homework and debate are not the same!

  • Homework is getting the data, analysis, facts, figures and opinions clear before you enter the meeting
  • Debate happens during the meeting as a result of the homework
  • Debate leads to decisions
  • Meeting ends

Yes, it is that simple.