Meetings: A Few Things for Managers to Consider

This post from Gallup/CliftonStrengths appeared recently in my LinkedIn feed. It was the second paragraph that really hit me:

I don't have enough fingers and toes to count the number of team meetings I've been in over the years when the manager asked a question and the response was....

Crickets. No response.

Then, after a protracted and uncomfortable silence, someone (often me) would eventually speak up in the hopes of moving things along (thank you, Activator).

Obviously, I'm not saying this happens to all managers. More often than not, this scenario plays out when a "team meeting" consists of the manager talking and talking (and talking), and then FINALLY inviting the team into discussion.

I think one question in everyone's head would be, "Why, after you've just talked for (quite literally) 35 minutes, would I think you were actually interested in my thoughts/feelings?" I'm convinced that if managers consider the Strengths of the team, they could have markedly better team meetings.

So, managers, here are a few tips to you take Strengths into account when planning and conducting a team meeting:

• Send an agenda at least one day before the meeting. Something as simple as a few bullet-points in an email will do. And if there are decisions that need to be made, mention those as well. Your direct reports who have a lot of Strategic Thinking themes will be more likely to participate because you've given them time to ponder the topics before the meeting. Deliberative will also appreciate knowing what decisions the team needs to make.

• Take the first 5 minutes or so of the meeting to allow people to connect in some way. I'll be honest - this isn't my thing and I would be inclined to skip it. Your team members with a lot of Relationship Building themes, however, will definitely feel its absence and could be less likely to readily participate in the meeting. If it's not your thing either, ask a team member who has a Strength like Positivity or Includer (really, any of the Relationship Building themes) to come up with a way to help people connect/have fun before you get down to business.

• Structure the meeting so there's plenty of time for discussion. You could even consider having a rotating facilitator (but don't force it on anyone). Your team members who have Influencing themes won't shy away from an opportunity to lead the discussion, and they'll relish the chance to help the team to come to consensus.

• Come to agreement about what needs to be done following the meeting. Your team members with Executing themes will especially value knowing what needs to be accomplished. In fact, you might have someone with Executing themes document action items throughout the meeting and review them at the end. Remember: Achiever LOVES a to-do list.