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Effective meetings are the key


1 March 2010

In the last article I described a scenario in which independents cooperate to gradually position themselves to compete for most of the work in the economy. This week I want to talk about the secret weapon that enabled them to do it---the meeting. In general, meetings get a very bad press: people have to attend them, there are far too many of them, they are a waste of time, they go on too long, they don't decide anything that matters and so on. I am not talking about those meetings. I am talking about events that are significant because serious people have chosen taking part as a proper use of their time.

Such meetings have their own protocol. Those taking part behave respectfully to others. They are there to learn from others and to help others learn (teach) when that is appropriate. They listen carefully and ask questions to be sure they understand what others are saying. They help the meeting stay on course for the objective if it seems to be straying. They are authentic, comfortable in their skin and empathetic towards others. Such meetings are like a team sport where the people attending play as a team to get the best result they can out of the purpose that brought them together. It is a steady deliberative effort.

Agenda is not an issue for meetings like this, since the first thing that happens is that attendees check their understanding of what they are there for and sort out how they will tackle it.

There are toxins to this protocol: martyrs who let it be known that they don't want to be there but have come anyway; people who want to talk rather than listen; people who become agitated if they are not showing something for their efforts every little while; people looking to outsmart others there; people who have come along knowing the answer and are just anxious to wrap up as soon as others come round to their way of thinking.

There's a bit of all this in each of us. It's not easy, but one of the most important roles attendees perform is to be authentic mirrors to others, to (respectfully) point out behaviour that is getting in the way of the team's success.

I picture these meetings metaphorically with a problem in the middle of the room and attendees all round observing it from different perspectives. They speak in turn, studying the problem, and frequently move about to observe from another's perspective.

These meetings are an art form that independents have the freedom to develop.

What do you think about Dick's thoughts on this issue? If you would like to contribute your own thoughts, please e-mail your contribution to us at: dickdavies@contractworld.com.au.