Your supervisor tells you to be at a Meeting. It's a discussion, but several people in the group do all the talking. The rest of the group is silent. The meeting leader does not appear to notice this. What is the impact of this on the group, and on the bottom line?
First, some meetings are to share important news, not to discuss matters. That's fine - if it only happens rarely. (Sharing news can also be done by e-mail.)
Second, a leader who allows many people to sit silently during discussions may not know why there is so little participation, what the cost of this is, and strategies to change this.
People are quiet for various reasons. Among them is a lack of interest in the topic, a lack of new information to share because the topic is ancillary to their job (and they may not be appropriate attendees), a fear of speaking in public (and a group to these people is considered to be speaking in public), hearing loss and a lack of certainty as to what was just discussed, or other reasons.
The cost to the company of minimal participation is considerable. There is a Cost of Meeting Clock, which determines the cost based on the number of attendees, average hourly pay rate, and length of the meeting. This determines the entire financial cost of the meeting. However, think about the amount of work that is not getting done because of the meeting, and the boredom factor of attendees who want to be anywhere but in that meeting. In addition, helpful information is not being shared among the attendees.
According to a new Gallup study, 50% of employees leave because of their supervisor. Often this has to do with poor leadership communication skills. Employee turnover is extremely expensive to a company, involving recruiting and training costs, as well.
What can a leader do to be more effective in eliciting participation at meetings? The solution depends on the problem's cause, of course. To start, look at the reason for the meeting, and determine if the meeting needs to actually be held, or if an e-mail would be sufficient. Which participants really need to attend? Do they know in advance what to bring or prepare to talk about?
Does the leader know how to control participation by encouraging quiet people to talk, and talkative people to give others a chance to contribute?
Techniques to resolve these issues with meetings can be found on pages 10 - 11 of the e-book, Executive Communication Techniques. On other pages, you'll learn about Customer Services/Persuation, Decision Making Paradigm, Questions Leaders Should Consider, Professional Listening Skills, Public Speaking Techniques for Leaders, and more! Get Executive Communication Techniques now and find out the practical, easy-to-use strategies to improve your communication skills!
First, some meetings are to share important news, not to discuss matters. That's fine - if it only happens rarely. (Sharing news can also be done by e-mail.)
Second, a leader who allows many people to sit silently during discussions may not know why there is so little participation, what the cost of this is, and strategies to change this.
People are quiet for various reasons. Among them is a lack of interest in the topic, a lack of new information to share because the topic is ancillary to their job (and they may not be appropriate attendees), a fear of speaking in public (and a group to these people is considered to be speaking in public), hearing loss and a lack of certainty as to what was just discussed, or other reasons.
The cost to the company of minimal participation is considerable. There is a Cost of Meeting Clock, which determines the cost based on the number of attendees, average hourly pay rate, and length of the meeting. This determines the entire financial cost of the meeting. However, think about the amount of work that is not getting done because of the meeting, and the boredom factor of attendees who want to be anywhere but in that meeting. In addition, helpful information is not being shared among the attendees.
According to a new Gallup study, 50% of employees leave because of their supervisor. Often this has to do with poor leadership communication skills. Employee turnover is extremely expensive to a company, involving recruiting and training costs, as well.
What can a leader do to be more effective in eliciting participation at meetings? The solution depends on the problem's cause, of course. To start, look at the reason for the meeting, and determine if the meeting needs to actually be held, or if an e-mail would be sufficient. Which participants really need to attend? Do they know in advance what to bring or prepare to talk about?
Does the leader know how to control participation by encouraging quiet people to talk, and talkative people to give others a chance to contribute?
Techniques to resolve these issues with meetings can be found on pages 10 - 11 of the e-book, Executive Communication Techniques. On other pages, you'll learn about Customer Services/Persuation, Decision Making Paradigm, Questions Leaders Should Consider, Professional Listening Skills, Public Speaking Techniques for Leaders, and more! Get Executive Communication Techniques now and find out the practical, easy-to-use strategies to improve your communication skills!
This post first appeared on The Verbal Image Blog, From Business Speech Improvement, please read the originial post: here
