Save 100s of hours - the secret to great meetings: p4p
Have you ever rolled your eyes and silently steamed as individuals dominate, drone on endlessly, and talk over one another? Have you left meetings wondering
what on earth was that about?
How often have you known both you and others have more to contribute yet don't get the chance?
What enables people to make their best contribution succinctly?
Astonishingly, people don't know
to contribute in meetings. Leaders leading meetings blur the power structures unless they use aprocess for participation. (P4P)
What is this?P4Pprovides frameworks and proposes a process for participants eliciting their experience and expertise.
This is the opposite to presenting an idea and asking for feedback.
Craig present the decision document on a new produce. He'd put his hand up two months earlier and had loved getting the document ready. He presents his prototype and says, 'I'd like your feedback on what is here so far.' To his horror, Liam took the lead, criticizing the premise of the produce saying it would compete with the most successful product his group had. Linda spoke at length on a key customer's positive response to current products. Jim asked 'why did we decide to invest in this new product?' Craig's heart sank realizing his work of the past two months might well be lost.
What is wrong with asking for 'feedback?'
There is little or no context for contributing other than contributing something
Participants don't know what aspect of their experience or expertise is relevant.
In their longing to be relevant, some people over-participate
Two things to ensure the best participation in meetings
Begin any agenda item with a purpose and or outcome This shapes the context for participants. Is your item a direction, to give information, do you want a decision, or have something new implemented?
Craft specific thoughtful questions related to the outcome you want to draw out the experience and expertise of group members.
Leadership teams thrive when their share their ideas, expertise and expertise
Jenny presented the corporate team with a direction; all incoming calls were to be in Te Reo, the indigenous language. She provided two scripts; one brief, and the second fuller. She asked her colleagues, 'let's hear from each of you the timing for implementation for your business unit and what help you need.'
Mark presents a policy paper which will shift interest rates for investments. He asks 'Firstly, let's hear from each of you how confident you are that this will achieve what we want, then let's hear from each of you any risks you see we need to address before this goes live.'
Anna is working with stakeholders in a deeply controversial matter. The diverse views create a tense atmosphere. She comments, 'We have a range of views. What is needed for us to proceed? We do have common ground in that we all want to find a resolution. I propose we hear from everyone here, 'one idea that will progress our current situation.' She then summarizes, and says
'there are at least four themes in our responses. 'Let's hear from each of you, the main thing that needs to be addressed for us to proceed. Then we will discuss and decide how to address each of these.'
Create purposeful invitations
Invitemeeting participants to contribute with a clear processes so they their position, abilities and experience is appreciated. They become disciplined in their response and participation. These meeting create tough discussions, yet vitality and progress are the core experience leaders have in these meetings. Leaders experience their contributions are wisely accessed, and those leading these meetings are satisfied the outcomes being sought are achieved.
How might you hone your ability to get the best contributions from participants in your meetings?
©Diana Jones, September 2017