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How To Manage The Four Strong Personalities You See In Meetings
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There are 4 strong personalities...
...that stand out for their ability, both positively and negatively, to impact team dynamics, especially when it comes to meetings: the Challengers, the Analyzers, the Implementers and the Collaborators.
The best team managers know how to utilize the strengths these four strong personalities while mitigating their weaknesses and the negative impact they have on the team.
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The Challengers
The big idea people, who love going against convention. They are the people that blurt out mid meeting "This is a stupid idea. I've got something better we can try instead."
They can deliver the great idea that unsticks a team's thinking, but when the team has been developing that other idea for a long time, and some team members are deeply invested in the work that's already been done, the team dynamics can quickly sour.
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The Analyzers
The content experts, analyzers don't know everything, but what they do know, they know extremely well.
When a team is dealing with a challenge that matches the Analyzer's area of expertise, you're on the path to solve the problem. But when the team focus strays from the Analyzer's areas of expertise, they get bored, lose interest, often affecting a dismissive attitude that can drag down other team members.
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The Implementers
The "get it done" people, they are great on the operational side, with tactical plans, deadlines and workflows.
But Implementers can get so caught up in the logistics of asking "but is that idea feasible?" that they inhibit team innovation.
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The Collaborators
Team-harmony focused, great at smoothing out the rough patches, but can also take collaboration and consensus building to an extreme that hinders team progress.
For example, if an Implementer is playing devil's advocate to a Challenger's big idea and a fight is about to ignite, the Collaborator is the person who jumps in and says, "You know, Pat, that was a really smart idea, but let's just take a minute to talk to Chris about whether or not we really have a chance to make this work."
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Creating productive and engaging meetings
- Mobilize the talents of all personality types in team meetings.
- Clearly identify the meeting topics, what the it hopes to accomplish and how participants should prepare.
- Establish how decisions will be reached up front.
- Equalize the room by picking a focal point, a central issue presented on a SMART Board, whiteboard or flip chart.
- End every meeting with a Decision Grid that asks all team members:"What are you personally going to achieve and by when".
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5
Key Ideas
Getting into remote working
Workers around the globe have been forced to take on the promise and challenges of virtual teamwork.
Many people are more used to working in person and haven't had the opportunity to pr...
Working well
Virtual teamwork places greater emphasis on communication and organization.
Over the short-term, newly formed virtual teams experience more negative outcomes, such as team conflict, lower satisfaction, less knowledge sharing, and poorer performance. But, they will adapt and improve over time.
Adapting quickly
At an individual level, some people will find it easier to adapt than others.
- A study revealed that when people are imaginative and enjoying a new challenge, they are happier to embrace virtual teamwork.
- Extroverted individuals prefer face-to-face work, and virtual work may lessen the energy they get from social interaction.
- Introverts are better at adapting to a virtual environment as it involves less face-to-face interaction.
- Those who like to make quick decisions prefer virtual teams.
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Key Ideas
What makes meetings effective
- They achieve the meeting's objective.
- They take up a minimum amount of time.
- They leave participants feeling that a sensible process has been followed.
The Meeting's Objective
For a meeting to meet this outcome, or objective, you have to be clear about what it is.
To prepare an agenda, consider the following factors:
- Priorities – what absolutely must be covered?
- Results – what do you need to accomplish at the meeting?
- Participants – who needs to attend the meeting for it to be successful?
- Sequence – in what order will you cover the topics?
- Timing – how much time will spend on each topic?
- Date and time – when will the meeting take place?
- Place – where will the meeting take place?
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Key Ideas
The first 5-7 minutes of a meeting
....is the most important component for conducting more effective meetings.
It establishes the parameters, organizes the terms of reference and tells everybody in the room w...
Begin right on time
During a meeting, do not penalize the people who were there on time by waiting for others who are late.
Assume that the latecomer is not coming at all and get right on with the meeting.
Encouraging open discussions
During meetings, it’s very important to get input from everybody, not only from those eager to contribute but even from those who are shyer and less likely to speak up.