Why Would Anyone Do That in My Meeting?

Written by Steve Kaye

Imagine that you open a meeting by saying, "We need to talk aboutrepparttar budget."

And someone responds with, "I named my dog Budget because everyone tells me he's too big."

Afterrepparttar 134837 laughter subsides, you wonder why anyone would make such a silly remark in your meeting.

And this leads to a larger question: Why would anyone misbehave in a meeting? Taken torepparttar 134838 extreme, misbehavior can ruin a meeting. That wastes everyone's time and squandersrepparttar 134839 opportunity to produce useful results.

Here are some possibilities.

1) They're uninformed

Many people do not know how to plan, conduct, or participate in a meeting. They think that gathering people in a conference room represents holding a meeting. They believe that planning is unnecessary because they expect everyone to arrive with a common agenda. They think that hosting a discussion actually leads to useful results. These well-meaning attempts at holding a meeting are so counterproductive that they can appear to be misbehavior. In addition, a bad meeting irritates others, causing them to retaliate with misbehavior.

Better: Show people how to plan and conduct meetings. Teach them how to use process tools that help people make methodical progress toward results. Schedule a workshop that shows people how to plan and lead meetings. (Call me to talk about my outstanding workshop.)

2) They're bored.

Many meetings occur with a few people talking whilerepparttar 134840 rest watch. When this happens,repparttar 134841 quiet participants entertain themselves by daydreaming, starting side conversations, or working on other tasks (such as preparing lists of things to do oncerepparttar 134842 meeting finally ends). People with extensive experience in bad meetings have learned how to feign credible interest while being mentally absent.

Better: Plan activities that involve everyone. Avoid relying on discussion for your meeting because it allowsrepparttar 134843 more vocal attendees to dominate.

3) They're mad.

People can be mad for many reasons, such as they feel trapped in an unplanned meeting or they disagree withrepparttar 134844 results being obtained. They could also feel mad if others are preventing them from participating.

People know that a meeting without an agenda will waste their time, and they resent this. For example, a man once told me that he and his friends would "sandbag" any meeting that was called without an agenda. They made inappropriate comments, introduced distracting considerations, and asked pointless questions. Of course, they acted with such professional sincerity that it seemed that they were being productive instead of disruptive.

Are You Managing to Lead?

Written by Monty J. Sharp

Are You Managing to Lead? By Monty J. Sharp, Certified Comprehensive Coach http://www.workteamcoaching.com

For many people,repparttar terms “manager” and “leader” are synonymous. Inrepparttar 119528 business world, they are often used interchangeably, i.e. “team leader”, “team manager”, “project manager” - you getrepparttar 119529 idea. And why not? After all, leaders and managers do basicallyrepparttar 119530 same thing, right?

In some instances, there do seem to be commonalities betweenrepparttar 119531 two and management techniques are sometimes confused with leadership traits. However, there are, I believe, some key distinctions to be made that radically separaterepparttar 119532 two.

Here then, are what I consider to be some key differences between a leader and a manager:

1. A manager administers. A leader innovates.

Managers take policies and procedures and ensure that they are carried out. Leaders are constantly challengingrepparttar 119533 “status quo” to achieve bigger and better things.

2. A manager maintains. A leader develops.

As long as things are running smoothly,repparttar 119534 manager is typically happy. The leader is never satisfied withrepparttar 119535 “status quo” or “the way we’ve always done it”. Leaders are constantly asking for more and bigger things – of themselves as well as those they lead.

3. Managers rely on control. Leaders inspire trust.

Managers can feel threatened by subordinates who don’t seem to be “towingrepparttar 119536 line”. In doing so, they create a co-dependency inrepparttar 119537 subordinates who, in turn, rely onrepparttar 119538 manager to dictate nearly every step ofrepparttar 119539 process. Leaders know how to tap intorepparttar 119540 inherent strengths of those they lead and then foster those strengths torepparttar 119541 benefit ofrepparttar 119542 organization.

4. A manager has his eye only onrepparttar 119543 “bottom line”. A leader has his eye onrepparttar 119544 horizon as well.

In orienteering (using a map and compass) you must set your sights on a distant object to get an accurate bearing. If you take only short-range sightings, it is much more likely you will stray far offrepparttar 119545 right course. Inrepparttar 119546 same way, “bottom lining” only without also “visioning” can result in ending up at a destination you did not plan on.

5. The manager imitates. The leader originates.

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