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How To Manage The Four Strong Personalities You See In Meetings

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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IDEA EXTRACTED FROM:

How To Manage The Four Strong Personalities You See In Meetings

How To Manage The Four Strong Personalities You See In Meetings

https://www.forbes.com/sites/markmurphy/2018/01/28/how-to-manage-the-four-strong-personalities-you-see-in-meetings/

forbes.com

6

Key Ideas

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.

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.

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.

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.

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."

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".

SIMILAR ARTICLES & IDEAS:

What makes meetings effective

  1. They achieve the meeting's objective.
  2. They take up a minimum amount of time.
  3. They leave participants feeling that a sensible process has been followed.

The Meeting's Objective

An effective meeting serves a useful purpose. This means that in it, you achieve a desired outcome.

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?

one more idea

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

Leaders should take up the role of facilitators and avoid dominating the 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.  

5 more ideas

Unnecessary meetings

Meetings should be held to create value. So if you feel a meeting doesn't create value, don't hold it. Letting your employees use that time to work will bring you more value.
Ch...

Focus day

Choose a day on the week and block 3-4 hours of focus time: turn your phone off, stay away from your emails, and focus on just one or two high-value activities that will make the most difference in your company.
Encourage your employees to do the same.

Clear deadlines and deliverables

Your team should a clear idea of what they need to focus on and the milestones to be met, in a quarter.
Failing to have clear deadlines and deliverables will lead to confusion and will sabotage employee productivity.