The Ultimate Supervisor Module B

The Ultimate Supervisor Module B Effective Meeting Strategies & Organisation Contents 1.

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Compiling a meeting agenda that works..............................Page 2 Minutes of the Meeting – Recording.....................................Page 4 Chairing Meetings Successfully.............................................Page 6 Contributing as a Member of a Meeting................................Page 8 How to prepare for a meeting..............................................Page 10 How to deal with disruptive individuals at meetings..........Page 12 How to overcome problems at meetings..............................Page 14 The Mechanics of Meeting Facilitation.................................Page 17 Dealing effectively with Difficult People..............................Page 21

Written Compiled & Presented by Colin Dovey Copyright Chiron Concepts Consulting Š 2012

Soft Skills Module B Effective Meeting Strategies and Organisation Compiling a meeting agenda that works Agendas Think of the agenda as a device to focus your meeting. A meeting with no agenda, will, of course, have no focus and any results are bound to be fuzzy. A glut of many-sided issues are bound to slip into consideration and, of course it follows that all the attendees will end up chasing ideas and each other round in circles.

Call it a meeting plan, or call it a simple list – but call it essential, because an agenda is the backbone of ANY successful meeting. The more care you take with its preparation, the more productive the meeting will be. If you want to gain a reputation as someone who conducts productive meetings, then take the time to compile a workable agenda beforehand. Here is how: 1. Be aware of the need for an Agenda An agenda is a written promise from the leader of the meeting to those who attend the meeting. It is a commitment that, in the time allocated to the meeting, discussion will focus on the items listed.

As well, the agenda is a valuable document because it provides the meeting with direction, purpose, confidence and control. A meeting without an agenda is a meeting without an end.

2. Decide on the degree of formality required.

There are meetings so small that a written agenda is inappropriate: the agenda is set in the first few minutes of the discussion. Agendas are essential for larger gatherings, however. Formal meetings require formal agendas – including: · · · ·

consideration of apologies minutes of the last meeting matters arising from those minutes treasurers report

For less formal meetings, the chairperson usually has a free hand to list and order the items to achieve the aims of the meeting in the most stimulating way.

3. List the items At least a few days before the meeting, decide on the items for discussion. Participants might also be asked to contribute specific topics for the agenda – often a pre-meeting discussion eliminates the need to put an item on the list. To restrict the length of the meeting, either limit the number of topics or the time to be spent on each.

4. Place the items in sequence The success or failure of a meeting can depend on the sequencing of its agenda items. Consider these points: · ·

If an item needs mental energy, clear heads and bright ideas, then put it high on the list.

Hold back for a while, any item of great interest to participants to get some useful work done

first. Introduce the star item when attention is beginning to lag.

Less interesting items should come directly after a very challenging one, thereby giving members time to recover before the next tough topic.

If a participant must arrive late or leave early, ensure an item requiring his/her input is placed on the agenda in a position suited to his/her arrangements.

Items with potential for attracting conflict could be placed later when members have less energy to go for one another's throats. A tricky issue.

Begin and end a meeting on a positive note, with items calculated to UNITE members.

· · · ·

5. Structure the Agenda An agenda should be more than just a list of topics. The features of a good agenda include: Title, date location, and where possible, a list of participants Definite Start and Finish times. This is an essential courtesy for busy participants. Note also, few meetings remain productive after TWO HOURS unless adequate breaks are provided.

Topics, the person responsible for introducing or leading the topic, the objective, and the time limit set for that item:

· ·

·

No:

Topic

Person responsible

Objective

Time (Mins)

1

Approve agenda

Mike Dunn

Decision

3

2

New info

Janet Lynn

Info

5

3

New leave requests

Josh Slim

Discuss

10

4

Changes to Kitchens

Koos Kombuis

Discuss

10

5

Pilfering of Stock

Brett Fost

Problem solutions

25

·

Where decisions need to be made, some chairpersons like to include as a guide, the wording of the anticipated decisions.

7. Distribute the agenda in advance Distribute the agenda and background papers at least 2-3 days before the meeting. If it is circulated too far in advance, participants may forget it or lose it. The best strategy here is also to send the agenda via e-mail, and for which there is a response required, acknowledging receipt. You could also use Google Calendar which can be used to remind you, and the participants at various intervals before.

8. Use the Agenda to monitor the meeting At the meeting, begin by seeking agreement for the agenda, then stick with the allocated order and times. Although the temptation will arise, it is important then to stay firm with the agenda if you are to gain respect as a productive chairperson.

Minutes of the Meeting Recording during the meeting to create a group “memory” is NOT an attempt to capture every word uttered by participants – if THAT is the goal, then videotaping is the preferred medium or tool.

Rather, the task of “recording” during a meeting is part of the process of: · · · · ·

presenting information consensus building problem-solving decision-making negotiating

Recording Results of the Meeting Recording during a meeting captures process; recording the results captures outcomes. Again, this could not be more different from the “who-said-what” act of minute-taking.

Recording the results of meetings includes: · · · · ·

summarising majority and minority opinions or conclusions decisions made, decision methodology analytical process obtaining consensus about what was agreed to.

Equally important, the recorder should: · · ·

capture the next steps assigned during the meeting to whom they were assigned when the assignment is due to be completed

Here is a guide to some of the headings you might include in your meeting summary: · · · · · · · · · · · · · · · ·

Name of group Name of meeting Date & Time of meeting Participants Names/Titles/Roles in Meeting Presentation Title Summary of Presentation Topics for discussion Summary of discussion Problem Statement Problem analysis Solution Criteria Alternative solutions Decision analysis Post-meeting tasks/assignments Next Meeting date

Objectives and Expectations Objective · · ·

It is a purpose and not just trivial time-wasting Needs to be clear Needs to be specific

Expectations · ·

Actionable and deliverable Must be feasible

Chairing Meetings Successfully Good meeting planning is essential for having consistently good meetings. The other half of the meeting-leaders responsibility consists of successfully managing the “human energy” during the meeting.

The style of leadership the leader chooses is always an influencing factor. One may run meetings in a traditional fashion, like a captain running a ship, giving orders and taking full command. Another may prefer to view the leadership role as subtle facilitator who is at the service of the group.

The concept of leadership has been changing rapidly in recent decades. It was once recommended that the leader be the master and controller of the group. Nowadays it is more common for the meeting leader to be a manager and facilitator whose primary function is to foster a democratic and cooperative group process among participants.

Good meetings have leadership, bad meetings do not. The success of a meeting will depend largely on your ability as a chairperson to get things done efficiently and to reach group in minimum time.

The following strategies will help you conduct a successful meeting. Directly or indirectly, they all point to the one goal – ensuring that the meeting will achieve its purpose.

1. Create a member-centered meeting A dominant chairperson will stifle a meeting. As chairperson your primary job is to release the expertise of the group. This means you should refrain from voicing your opinions until everyone has had a chance to be heard – good ideas are lost when meeting members are reluctant to contradict or disagree with a manager who has already stated a problem.

Know your own biases and be prepared to handle contributors that may violate them. Be persuasive, but not overly partisan. Be see by all to have a balanced approach 2. Encourage participation by all Make sure everyone has an equal chance to express a view. Allow no single member to monopolise, and avoid calling on the same speakers, even though they may be the most experienced, knowledgeable and eloquent. Encourage different points of view. Defend the weak against the strong.

Tactfully draw out the reticent members by asking them for their opinions or comments.

3. Stimulate discussion and ideas A good meeting should be an exchange of ideas and information, and it is the chairperson's role to foster this exchange through probing and the use of open-ended questions: · · · · ·

To To To To To

clarify issues: “Are you saying you can provide the material by the end of the week?” restate certain points: “So lets confirm this point.....” confront issues: “Are you really prepared to.....?” question critically: “What exactly do you mean by....?” seek solutions: “What should we do?” or “What do you think” or “Why?”

4. Ban those killer comments Crushing comments can kill enthusiasm and with it, the flow of ideas. Treating a group member as uninformed, naïve, or inferior, will suppress discussion. Monitor and disallow such put-downs as “THAT won't work” or “You're Joking!” and “You'll learn in time.” Instead, supportive comments should be encouraged: “Let's follow that notion through a little.....” OR “Would anyone care to build on or refine that suggestion?” OR “I'd like to expand on that idea by looking at it from another angle?”

5. Keep the meeting on course Many meetings lose themselves through side-tracking or by getting bogged down on one issue.

Some wandering may be useful but it is frequently necessary to call the group back to the main topic at hand. Keep rambling speakers in check. As well, be on the lookout for potential trouble.

Deal with conflict, hostility and tension when it begins to appear.

Create harmony by mediating differences. Use humour or call for a break at the right time to ease tension. Keep an eye on the clock. Keep the meeting on the move. Respect the participants personal schedules: aim to finish on time.

6. Vary your style The key to chairing a meeting is flexibility. You will be a good chairperson if you assess the kind of leadership that the meeting requires, then adjust your style accordingly. Be sensitive to the mood of the meeting: – · · · ·

when when when when

to to to to

be relaxed be firm use humour break

Each style exhibits effective leadership if it is right for the occasion.

7. Focus on the process Control the meeting by sticking to the agenda. Keep discussions to time limits, but allow adequate time to treat complex issues. Stop and clarify issues if they become obscure. Summarise from time to time demonstrate progress. Monitor loss of attention. Watch for signs that an item has been discussed enough, finalise it, and move to the next item. Break up into small groups if this assists in reaching your desired outcomes more efficiently.

8. And....finally · · · · ·

Take steps to ensure the meeting is not interrupted unless it is an emergency Be the first in the room, and use this time to establish rapport with members.

Start and finish on time Remember to thank members after they make a contribution, and at the conclusion of the meeting.

Always set the example. Be firm, polite, calm, businesslike, supportive, even-handed and confident.

Contributing as a Member of a Meeting Improving participation in a meeting is a learned skill. Practice and observation train the mind and, in a short while, a manager interested in being a better participant, becomes one......Good participation is, fortunately, contagious, as is, unfortunately, poor participation. Set an example as a participant, and others will follow.

As a member of a committee or working party, or as participant in a one-off meeting, you will have an excellent opportunity to influence decision-making and to make your talents known and available to the organisation. You can attend a meeting – or you can be a participant. Whether solving problems or pooling ideas, a meeting in which you are involved can be productive for you and the organisation, depending on how you act, and what real contribution you make.

1. Understand why you have been asked to participate.

Ask yourself the following questions: · · · · ·

Have I been brought in simply to fill a gap?

Am I representing a department or section or specialist group?

Have I been brought in to provide expertise or competence in a particular area?

Am I here as the Organisation's “bright young person” with ideas?

Am I here as the voice of experience, the steadying influence?

When you can answer such questions, you can channel your efforts appropriately 2. Know the other participants Find out about the other participants – their likes and dislikes, strong and weak points, the power brokers, the way they operate, and how they react to new ideas and proposals. Knowing this, you can adopt effective tactics for dealing with them.

3. Arrive Prepared Prepare yourself by studying the agenda and working on all papers in advance. Focus on items for YOUR particular attention, and anticipate any needs the group will have for data you can bring. Prepare for your involvement by compiling handouts or charts, working up suggestions, or recommendations, and making notes from which to speak if required. You may choose to canvass the views of influential participants beforehand. The amount of preparation you do will determine how others view you – as a passenger or valued participant. Plan in advance to make at least one specific contribution.

4. Arrive early and use the time wisely Arrive early and take the opportunity if necessary to introduce yourself to other participants. Use the waiting time profitably, perhaps learning their position on certain agenda items. If possible, get a seat close to the chairperson – you'll get more involved and you'll be noticed.

5. Talk up – get involved.

Don't hesitate to get into the act. A well-chosen question can often help to break the ice. Then you can enter into the discussion and speak freely. Research has shown that talkative participants usually contribute the most useful remarks, have the best ideas, and impress other members. The only drawback is that, in becoming influential, you can also run the risk of becoming unpopular, since productivity can be seen by some as a kind of control mechanism and therefore resented.

6. Make you presence felt Make your points clearly, succinctly and positively. Remain silent when you have nothing to say. Listen, observe and save your arguments until you can make a really telling point. Resist the urge to dominate the discussion.

The chairperson (and others) will recognise and appreciate your value to the group when you build on the ideas of others, pose “what if?” questions, seek clarification of relevant issues, be supportive with constructive comments, and be open-minded, willing to compromise, and respectful of others' contributions.

7. Be an active listener.

Practise the skill of listening in meetings because it will lead to understanding and good questions often, too many people try to talk at once, and as a result there are too many interruptions. At other times, people are too busy thinking of what to say and fail to hear what others are saying. As well, animosity between participants often causes some not to listen or to prejudice what has been said. Whatever the reason, failing to listen actively can cause meetings to fail.

8. Be willing to learn Go into meetings with the attitude of being prepared to learn from others. Effective participation in meetings does not always mean getting your own way. Rather, it means learning from others, accepting criticism, incorporating the ideas of others into your proposal to make it better.

9. Volunteer to wrap up the meeting.

Impress the chairperson, who is usually pleased to find someone willing to bring things together in a final summary, report or action plan.

10.

Adhere to the rules of meeting etiquette

Consider the following: · · · ·

Avoid interrupting Refrain from distracting behaviour, such as pencil-tapping Avoid side comments to your neighbour. If you have something to say, say it to the group.

Always be pleasant, courtesy and tactful. If you must discredit another's proposal, expose its defects, not the person.

How to prepare for a meeting.

Meetings have become an unavoidable aspect of a managers role. Fortunately, it is possible to eliminate unnecessary meetings and make the remaining ones more effective. An important ingredient is planning and preparation, as the following points will reveal.

1. Make sure you have called the meeting for a reason Meetings should never become a ritual. They cost time and money, so it is important to call a meeting ONLY when it is warranted: · · · · · ·

to to to to to to

solve a problem co-ordinate activities disseminate and discuss urgent information reach a consensus or decision build morale reconcile conflicts.

So don't ask people to attend a listening session only – send a memo or newsletter instead.

2. Prepare a benchmark of productivity Be clear about the purpose of the meeting and your hoped-for outcomes. And how will you know if you have achieved them? By preparing a “benchmark of productivity” for the meeting – a checklist of what you want to accomplish, to refer to during the meeting and for use later to compare the hoped-for outcomes with the actual achievements.

3. Select the participants wisely Only those who need to attend should be invited to do so. Each non-essential attendee is wasting his/her time, and costing your organisation money. As well, the more people attending, the more difficult it is to achieve a consensus. Consider inviting participants to be present at a particular time, that is, for the agenda item for which their personal contribution is required.

4. Select the right time and place for the meeting.

Call a meeting only when you have the information required for decision-making and you can be assured that the appropriate people will be in attendance. Ensure the venue is accessible to all participants, yet sufficiently remote to all participants, yet sufficiently remote to avoid interruptions.

Check out and book the location – seating, lighting, ventilation, whiteboards, electrical requirements and other essentials.

5. Prepare and distribute an agenda that will work The more care you take with an agenda, the more productive the meeting will be. The agenda should be more than just a list of items handed out at a meeting. Key elements would include: · ·

Date, time, place and duration of meeting.

List of items to be discussed in sequence

detailing for each item who will lead the discussion, time allocated and, importantly, the objective (information-sharing/discussion only/discussion required/problem to be solved etc.

6. Despatch agenda and background papers

By giving adequate advance notice and distributing the agenda and support documents for all items, you will demonstrate your thoroughness and instil confidence in your leadership. (Remember, people being what they are, to allow time at the beginning of your meeting for review of documents you realise may not have been read in advance) 7. Do your homework on the participants If emotional or controversial issues, for example, are to be discussed during the meeting, it is sometimes a good idea to talk through these items with some of the key participants beforehand. Consider their reactions and how you might handle them during the meeting to achieve the desired outcomes.

8. Gather appropriate tools for the meetings Make sure you have considered the following items frequently required during a meeting: · · · · · · · ·

Notepaper Pens Flip chart Whiteboards Refreshments Overhead projection Telephone Sound Recorder (iPod or similar)

9. Be prepared psychologically Mental preparation is also a vital consideration, and, in this regard, the following suggestions are offered: ·

· · · ·

Knowing the meeting process and your role as the chairperson: Understand the rules of the game before you play – whether these be formal rules of order involving motions, voting, adjournments, etc or unofficial rules developed by your own organisation for meeting procedures Do your homework – be prepared and knowledgeable about the topics under discussion.

Believe you can lead – If you have been called upon to lead, someone believes you can do it. So be confident yourself that you can.

Seize the opportunity – responsibility requires extra effort. Give it – and grow in the position Aim high – Strive for excellence, set the example, and others will follow.

How to deal with disruptive individuals at meetings.

Meetings can be ruined by disruptive individuals who seek to dominate proceedings at the expense of others. They frequently interrupt, emotionalise issues, sidetrack, challenge, complain, engage in repetitious speech making, threaten, discount the contributions of others, personalise issues, and in general, throw a pall of gloom over proceedings. Managers must minimise such disruptions and retain or regain control over the meeting. Here are several strategies for handling the disruptive individual: 1. Create a smaller audience for them Give the disruptive person only one or two people to influence. Break the meeting into smaller groups and instruct each group to generate statements by consensus, prior to reporting back to the full meeting.

2. Get the disruptive person to confront the issue Ignore the content of the individual's remarks and openly tackle the problem. e.g. say: “You seem particularly upset today, John, especially when someone disagrees with you – is there any way the rest of us can help you?”

Alternatively, gain the support of the rest of the group by becoming a tad “emotional” over the issue, by stating exactly how you feel about the situation. e.g. say: “As chairperson, I feel powerless to accomplish anything at present and I get upset when you try to take over the meeting by trying to push through your ideas. So John, is there any way we can get this meeting back on an even keel?”

3. Attack the content Two strategies could be adopted here, to force the person to focus on content, rather than on disruption: ·

·

Turn the disruptive individuals questions, pessimistic asides, or veiled threats into statements. This procedure will force him/her to take responsibility for expressing a point of view rather than blocking the proceeding through questions or disparaging comments.

Reduce his/her position to absurdity. Adopt an interrogative stance to get to the bottom of the argument being put forward.

4. meeting to defuse the disruption Various tactics can be used if you know in advance that the disruptive individual will be in attendance. · ·

· ·

· ·

Give the disruptive person a special task or role in the meeting, such as recording the views of others on the whiteboard, or taking minutes.

Structure the meeting to include frequent discussions of progress to date, thereby providing the opportunity for OTHERS to highlight the lack of progress due to this persons ongoing obstruction.

Remove all vulnerable items from the agenda.

Get others on your side BEFORE the meeting by seeking their support in dealing with the anticipated disruption. For example, they can be asked to refuse to argue, or to openly confront the disruptive behaviour either verbally or through expressive, non-verbal reactions.

Seek the cooperation of the disruptive individual beforehand. Ask him/her not to argue.

List disruptive behaviour as an item on the agenda for discussion.

5. Suggest a role reversal If the going gets tough during the meeting, by trying these suggestions: · · ·

Invite the disruptive individual to argue the OTHER side of the issue for a while.

Have the disruptive person summarise proceedings to date.

Offer to vacate the chair in favour of the difficult individual.

6. LISTEN – just in case Don't ignore altogether what is being said, because the disruptive individual, despite an objectionable manner, may indeed have something useful to contribute to the meetings outcome.

7. Pull the Plug When all else fails, and then the meetings real purposes are being thwarted, drastic measures may be called for: · ·

Indicate how the meeting has degenerated, and that the only way out of the chaos is for closure and order. Adjourn the meeting.

Leave the meeting, disavowing any responsibility for what has occurred; remember, of course, that follow-through action will be required on your part if you are to retain your authority.

8. Remain calm and in control All of these strategies demand that the chairperson adopt a cool, unruffled exterior. If you become angry, you give away power. Remember also that, if you use these tactics as part of your routine style, then there is a danger that you could prevent less bold participants from contributing to the meeting for fear of being confronted by you.

How to overcome problems at meetings As a manager you are often required to chair meetings. To be successful, you will need to keep your own involvement to a minimum, foster interaction amongst the participants and ensure that everyone makes a contribution. There are times, however, when awkward situations arise and you will need to call upon a repertoire of responses to maintain control. Here are some of the most common problems to arise in meetings and the strategies for handling them.

1. When the discussion gets off the track Meetings sometimes get bogged down in time-consuming, irrelevant discussions which lead nowhere. To get the meeting back on course, you can: · · ·

Re-focus the discussion by indicating how the group has strayed from its real objective Summarise the discussion to date and link progress to the objective.

Bring the discussion back into line by posing a question that relates to the agenda topic.

2. When the participants begin to lose interest Often caused by a lack of concrete short-term goals or successes, flagging enthusiasm can be halted in a number of ways: · · · · · ·

Propose a success-guaranteed, short-term task to be completed List the achievements of the group to date.

If the current topic lacks interest, introduce a related theme to encourage a more active response.

If the group suspects that their recommendation will not be implemented, convince them that worthwhile ideas might well gain acceptance.

Check whether the individual participants are still in agreement with the group goals.

If participants believe that a decision has already been made, assure them that solid arguments from an interested group could amend or reverse the decision.

3. When there is uneven participation Reluctant speakers can be brought into the discussion by asking questions that you KNOW they can answer. Compliment them for the views offered. Or, ask everyone in turn to express an opinion, before anyone else can discuss or evaluate the issue further. Restrain the talkative participants tactfully.

4. When the meeting gets overheated Your task here will be to “stop the warring parties shouting at each other from the mountain tops and bring them back from the valley floor to talk” Here are some strategies: · · · · ·

Summarise the hot issue, giving combatants a chance to calm down Appeal to other members, thus using group pressure to restore order: “Can anyone suggest a way of getting John & Tony out from their no-win situation?”

Propose that the current issue be dropped for a while and another line of discussion be followed Call firmly for order, stating that progress is being hindered through lack of objective or reasoned discussions Call for a short coffee break

5. When someone is distracting the group If you have a “pencil-tapper”, paper-shuffler or side talker, then chances are they are unaware of their disruptive action, they've lost interest, they don't feel included, or the issues being discussed are irrelevant to them. Try: · · · ·

Looking directly at the offender Calling the offender by name and asking a relevant question Tackling them in public, indicating that they're making it hard for the group to get through the agenda items or Taking a coffee break, and tackling the offender in private.

6. When an argumentative Often if a participant continually argues over minor points, the group itself will sometimes show its importance. Failing this, you could: · · · ·

Indicate that, unless positive and helpful contributions are made by all present, nothing worthwhile will be achieved.

Give him/her a job to do – taking minutes, recording on whiteboard and so on.

Break the meeting into small work-groups giving the offender a small group only to distract.

Speak with the offender outside the meeting or over coffee.

7. When a long-winded participant dominates Here are some suggestions to quieten the long-winded, repetitious speaker: · · · ·

Politely interrupt the speaker and suggest that it is now time to hear from the participants Say: “I think we've been over this before” Fire a difficult question at the offender to halt the flow of words Discuss the problem in private with the talkative one.

8. When two people dominate discussion When two members engage in a back and forth contest, leaving others to look on, close the debate by: · ·

Summarise their arguments: “Is this what you two are saying” Involving other participants: “What do the rest of US think about this......?” So, everyone, is there some way all this helps us to solve the problems at hand...?”

9. When a discussion can't be reached Make it easier for participants to evaluate the pros and cons of the issue: · · · ·

Summarise the discussion to date Restate the issue or question clearly Reiterate the goals or decision criteria Take a short break or postpone the decision until next meeting.

The Mechanics of Meeting Facilitation Room preparation Seating and work spaces If the room you are using is not permanently set up for the seating and work space arrangements selected, allow plenty of time for the changes to be made, whether an in-house facilities staffer actually does the changes, or you have to round up volunteers to do the job.

The meeting room and environment The environment you select for a meeting will impact directly on its ultimate success. In the context of a meeting, the environment includes every factor that affects the thinking, feeling and behaviour of the participants Environment consists of: · · · · · · · · · · · ·

The type of facility Site location Room size and shape Seating an workspace Lighting Temperature Ventilation Colours Freedom from interruptions and distractions Food service Overnight accommodation Recreation availability

Typical Meeting Locations On site – for short, partial or full-day meetings · · · · · ·

Office Conference Room Factory Floor Kitchen Floor Kitchen Prep room Computer Lab

Hotel Meeting Rooms – neutral space, which can include refreshments and meals Conference Centres – create a sense of purpose, and interruption-free Resorts – for larger meetings that entail team-building, training and rewards for performance Meeting room Basics Room size and shape Choose a room large enough to accommodate the number of participants comfortably, but not so large that the group will feel lost in it. Square rooms promote physical psychological cohesion – im-

portant to group work. Long, narrow rooms create distance problems in being able to see and hear participants at the other end.

Tables and Rooms Rectangular or oval conference table – most common set-up in meeting rooms and boardrooms, and the one least helpful for group work! Sitting opposite someone promotes a sense of confrontation, sitting next to a facilitator or leader suggests an alliance against the others.

Sitting in a corner suggests ambivalence about participation. A facilitator sitting at one end focuses attention on that individual rather than the issue on hand of the meeting and has the undesired effect of placing some participants much more distant from the leader than others. If you must use a rectangular or oval conference table, the facilitator should sit in the middle of one side rather than one end.

Round Conference tables, or circles result in circular seating which provides the most direct face-to-face interaction possible, making this style ideal for full-group discussion. Circular seating without tables intensifies the directness of the interaction and allows you to draw two circles, one inside the other, for a fish bowl discussion: (If the group is too large to get around a U-shaped layout or a board-room table, the "fish-bowl", with concentric circles of attendees, maximises the possibilities of discussion. Clearly this works better without tables, and it is useful to make efforts to ensure that over several sessions, everyone has their turn in the "inner circle") Cabaret Style Typically tables are arranged in small squares or rectangles with 4-6 seats around them. Nested tables are great for small group work and project work. It can be difficult to start classes when students are already sitting on small tables as some students will have their backs to you. If possible have the students sit so they're side on to you and remember to move around the classroom when you need to give instructions or change activities. Surprise your class by popping up at different places around the class.

Horseshoe style This layout is great if you are using visual aids, doing board work or speaking activities like wholegroup discussion. All the students will be able to see you, the board and each other and you will have a lovely space in the middle of the horseshoe and around the outside to monitor students work, distribute handouts etc. Breaking the group into pairs or dividing the students into 2 large groups can be easy with this set-up.

Boardroom style Placing rectangular tables up against each other to create a large rectangular table and then arranging the seats around the perimeter is called a boardroom set-up. The shape can also take the form of a solid or hollow square. This set up is ideal for debates or when students need to act as one group to make decisions and discuss content.

Circle Style The circle formation is great for many games, group discussions, welcoming your attendees at the beginning of the meeting. You should push the tables to the walls and have just the chairs in a circle. You can sit in the circle with your attendees. If they need to write at certain times of the meeting they can either go to work at the tables facing the walls around the outside or they can rest a folder on their knees and stay in the circle.

Amphitheatre Style - A circle with the leader in the middle can be used effectively for large groups. Energy directed to facilitation at centre

Banquet Style – small tables spaced far apart, facilitates small group discussions and problemsolving.

Take into account the work required to set up the room requirements. Disassembling tables and removing it via a goods lift can hours and not minutes. Check to make sure the room is immaculate – food and papers from previous meetings have been removed, work surfaces and carpets are clean Aim to have the meeting room completely ready 1 hour beforehand, and any food deliveries completed at least 30 minutes before they are due to be consumed.. This gives room for any unforeseen delays.

Signage if you are having a large meeting in an hotel, conference centre, or resort facility, signage includes having your meeting listed on the “Events of the Day” board in the entrance lobby (which may also be an electronic sign) near any entrance lobby lifts or stairs to the meeting room.

If you are running a sponsored function, be sure to give the sponsor credit. e.g. Our Catering today

by Courtesy of “Catering Occasions”. This signage may also include “tent cards” for speakers or participants Lighting Check lighting and where the switches are, in case the room will be dimmed for a PowerPoint presentation. Check temperature and ventilation in advance of the meeting so there is time for adjustments. Remember that a room will warm up as people fill it, so start with slightly cooler, rather than warmer, room.

PowerPoint Presentations Today many desktop presentation programs enable the creation of stunning visual aids, and includes PowerPoint, which give your work a professional look. With PowerPoint you can produce colourful bullet slides, or design charts, and graphs in far less time, using one of the many templates or auto-layouts in the program. You can also add art to your word slides by using the clip art files in the program – or of course you can use you own.

PowerPoint also allows you to arrange slides in one sequence, then move them around easily from one position to another if you change your mind. Some speakers take full advantage of the transitions that PowerPoint lets one create. For example, you may decide to develop,what is called a “build” - which means showing one piece of information on the 1st slide, then adding to it in successive slides, until all the info is on the screen. Something like building a pyramid.

This approach can be very effective if you want to talk about one item at a time as you build up the picture to completion. PowerPoint also caters for transition between slides by a range of effects, including shutters, chequerboard and blinds. You can also “fly in” type or pics from outside of the screen: L,R, Top, Bottom etc. PowerPoint visuals can be shown in a variety of formats. They can also be projected as slides from your laptop, or printed on transparencies for an overhead projector, or printed as hard-copy handouts for you delegates.

DON'T GET CARRIED AWAY WITH POWERPOINT Many speakers get away with PowerPoint. It is easy to fall in love with it an forget the basics – you, the presenter, are the primary visual. What you create with your gestures, body language and eyecontact are for more effective than any visual aid.

Teleconferencing The conference call is the alternative to in-person meetings and the most effective for exchanges of small amounts of quantitative information, but never more than 6 people on the line at one time.

A teleconference or teleseminar is the live exchange and mass articulation of information among several persons and machines remote from one another but linked by a telecommunications system.

Terms such as audio conferencing, telephone conferencing and phone conferencing are also sometimes used to refer to teleconferencing.

The telecommunications system may support the teleconference by providing one or more of the following: audio, video, and/or data services by one or more means, such as telephone, computer, radio, and television.

Internet teleconferencing Internet teleconferencing includes internet telephone conferencing, videoconferencing, web conferencing, and Augmented Reality conferencing.

Internet telephone involves conducting a teleconference over the Internet or a Wide Area Network.

One key technology in this area is Voice over Internet Protocol (VOIP). Popular software for personal use includes Skype, Google Talk, Windows Live Messenger and Yahoo Messenger.

Software and service providers Notable vendors with articles: · ACT Conferencing · Adobe Acrobat Connect · Glance · GoToMeeting · InterCall · Microsoft Office Live Meeting · WebEx · Premiere Global Services

A Unique, Ground-breaking Way of dealing effectively with Difficult People Many is the time when people encounter others acting in a crass, often unpleasant manner, and they are at odds as to how to deal effectively with this type of behaviour. This is most often becomes a problem in the modern workplace, where, not only can this type of person completely disrupt the flow of work, but will also tend to drag other people along with them, and then generate a snowball effect of chaos, but a serious impact on bottom-line turnover and profits.

The successful management of ANY problem in the workplace requires a Manager or Supervisor to: 2. Know beforehand what types of behaviour to expect 3. The root cause of difficult behaviour 4. Have a set of guidelines to counter the behaviour The bottom line to understanding Behavioural issues – FEAR! People who exhibit difficult behaviour, do so for just ONE primary reason: FEAR – and that fear emanates from one or more of the following; 3.

4.

5.

6.

A feeling of inadequacy or inability to cope A fear of loss – the loss can be tangible or imagined A fear of being embarrassed, and found lacking in some way Plain ignorance of what a situation may or may not involve

Franklin D.Roosevelt is popularly quoted as saying “The only thing we have to fear, is fear itself” Nothing could be closer to the truth, but it tends to obfuscate what people actually do in real life, because fear is a natural human phenomenon, and human behaviour in different fearful situations complicates the understanding even further. Somebody who may be meek and mild in their behaviour in a domestic environment, may be rude and aggressive at work.

Once we realise that all behaviour in the “difficult” zone emanate from fear, and then break the problem down to some basic essentials, it makes the issues considerably easier to handle.

There are just SIX categories of difficult behaviour, which are then categorised succinctly in the table below:

BEHAVIOR

MANIFESTATION

HANDLING

Aggression

Bullying

Encouragement

Arguing Negativity

Pessimism

Positivity

Pig-Headed Nitpicking

Over-Fussy

Objectives

Know-it-all Shy

Thin-skinned

Praise

Shrinking-Violet Laziness

Careless

Challenge

Chattering Slow

Pedantic

Patience

Procrastinates

Recognising the Manifestation of Difficult Behaviour Bullying: Those who seek a position of power by throwing their weight around, verbally and even physically Arguing: Debating the point of a matter, especially when it is irrelevant Pessimism: refusing to see the good side of ANY situation Pig-Headed: Resist change by locking into one way or another of doing things Over-Fussy: Taking an eternity to produce a good result Know-it-all: Being closed to information from others Thin-skinned: Over-sensitive to even perceived slights Shrinking-Violet: avoid social contact at all costs Careless: believing that near enough is good enough Chattering: constant talking about nothing without getting on with the job Pedantic: Taking considerably longer than is needed on any job Procrastinates: Leaving things until the last moment Handling the key behaviour modes: Bullying & Arguing: The first principle of handling this sort of person is NEVER join the argument or become physical yourself. Use encouragement for that person to change course. Encourage this type to look at both sides.

Pessimism & Pig-Headedness: Speak of the positive that will be gained if they will only persist.

Don't get involved in their discussion. Present a reasonable optimism by asking for a worst-case scenario, or using the lesser of two evils argument.

Over-Fussy & Know-it-all: Set a specific time or job completion-based task. Do not get into a debate about quality. Emphasise overall objectives and suggest a logical step-by-step approach.

Thin-skinned or Shrinking-Violet: Give genuine praise for ANY, however small achievement. Do

not force them into things. Get to know them, so that they feel comfortable in your presence.

Careless or Chattering: Throw down a demanding challenge for a time or deadline. Do not try to push more work onto them though.

Pedantic or Procrastinates: Initially use patience, but you will need to monitor this type. Do not be overbearing though.

Your own arsenal of skills It is a truism to say that the ONE behaviour you have control over is your own. To become really adept at handling a range of other people, you will need to be able to adapt your reactions, and be flexible as to how you apply them. This could include working on your level of self-confidence, listening much more carefully to what people are REALLY saying, not their words only, force yourself to be patient, especially if you are not inclined to be so at the moment. There is no doubt that when you are in control of how YOU behave towards others, your level of personal power will escalate dramatically, and the number of difficulties and their nature will reduce in proportion.