2. From this webinar, you will gain:
Please follow the
Practical strategies for strengthening participant guide sent
your meetings to you in advance of
the webinar. It will be
referenced throughout.
Language for keeping a meeting focused,
managing a disruptive colleague, and Download from the Participant
Guide pod if you don’t already
guiding a group to a decision have it.
Meeting skills to practice
3. What is your primary
frustration with the
meetings you lead
and/or attend?
4. People attack
People do People don’t There is no
each other and
their own show up, then focus. It feels
argue endlessly.
thing… walk in we rehash and like nothing is
Half the meetings
late, use their meet again. I ever resolved.
I go to are
cell phones… can’t stand it!
unproductive.
5. Scenario 1 – What Is the Best Action to Take?
Read page 3 in the participant guide and then offer your response via the poll.
6. Determine Purpose(s)
Discussion?
Informational?
Decision making?
All of the above?
Get clear about purpose and communicate 2-3 objectives
for your (one hour) meeting.
7. Agendas
Date, start and end times
Meeting objectives
Ground rules or norms
Items to be discussed, speaker, specific
outcomes and time allowed
Send agendas out in advance of the meeting.
9. Meeting Norms
Attendance and promptness
Use of e-devices
Respect + other courtesies
Confidentiality
How discussions will be led
How decisions will be made
10. Discussions: Focus on Vision: How might
Vision and Planning we strengthen the
experience of our
undergraduates?
Detail: How can we
add electives when
we classroom space is
so tight?
Problem: How do we
convince the state we
need the funding?
Drama: Why is the
Vice Provost not
handling this? Isn’t
this his job? What
does he do all day?
11. Discussions: Prepare, Prepare, Prepare!
The issue is…
It is significant because … (What is at
stake? What is impact if unresolved?)
Succinct, relevant background
Action taken to date
What I am seeking from this group…
12. Scenario 2 – How Do You Respond?
Read page 12 in your participant guide and then offer your responses via the poll.
13. Understanding Emotions
The capacity to make
decisions, solve
problems and
understand complex
ideas is reduced
when we feel
threatened ---
physically or socially.
14. Attacking/Defending
Is personal; about a person
Has an emotional component
Is about blaming or judging
another (being “better than”)
Often reflects a need to establish
status, fairness, etc., in response to
some threat
15. Disagreeing
Is about an issue, not a person
Comes from logical, rational thought
Is neutral or judgment-free
When done well, is followed by a
question so that an exchange of
ideas can take place
16. Balancing Advocacy with Inquiry
Advocacy – clear, persuasive statements about
one’s thoughts
Inquiry – questions of how, what and why that
seek others’ thoughts and opinions
17. Managing Negative Emotions
What are other
Meet before the meeting ideas for
Use/enforce meeting norms managing
negative
Acknowledge various opinions and emotions in
ideas upfront meetings?
Model a balance of advocacy and
inquiry
Use a system for calling on one
person at a time
Use a parking lot
18. Systems for One Speaker at a Time
Announce a queue
Pass an object; allow talking only
when object is in hand
Use “round robin”
Call alphabetically on speakers
according to last name
Ahead of meeting identify those who
will be given a chance to speak
(representatives of different views)
19. Options for Responding to Disruptions:
Take a break
Give feedback in private, post meeting
Give feedback in the moment
Neutrally summarize main points (not
tone) and ask a new question to others in
the room
Please stop talking
right now.
20. Feedback After the Meeting
Stay focused on how
Be 100% respectful this person conducted
him/herself in the
Talk about behaviors meeting; on
Describe impact behaviors.
Listen
Do not talk about the
Ask for behavior change content of the
Identify ways you can support the discussion/issue.
behavior change
21. Feedback in the Moment
Avoid
Be 100% respectful interpreting
Speak with emotional body language
detachment and tone
Repeat back verbatim what was
heard
Offer no interpretation/inference
Acknowledge the point being
made and ask for adherence to
norms
Ask for others’ perspectives
22. Guiding a Group to a Decision
Know your Pattern of
Administration
Distinguish between seeking input
and making a decision
Discuss issue at one meeting,
make decision at next
Summarize points of agreement,
then address points of
disagreement one at a time
23. Thank you for attending
this webinar on Leading
Academic Meetings
A link to an evaluation will be sent to
you via email. Please take 5 minutes
to complete a brief survey!
