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how to bring the best out of them during a meeting.
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Animate comes from the Latin word anima.
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To animate is to set the breath of life,
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the soul in motion.
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We are going to study how to breathe quality anima into your meetings
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by understanding how groups work in meetings,
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by knowing how to react to different personalities,
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by managing latecomers,
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and finally by finding the best strategy for using smartphones.
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How do you intelligently manage your meeting participants?
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Start with trust,
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trust and respect
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your participants.
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They will repay you well.
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How many times in coaching have I heard managers tell me
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this will never work.
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They won't accept it.
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They won't play the game.
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I'm not telling you it will be simple.
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It all depends on where you start.
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You don't turn into creative playful people overnight,
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those who have been used to keeping silent and obeying,
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who have been used to soliciting only their left brain in meetings,
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or have been used to be getting bored in meetings.
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you'll be able to free the voices,
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and to make your meeting time more fun and creative.
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Your participants may show resistance at first.
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They may not be very productive when you ask them to think about the questions.
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Keep believing in them
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until they let go of self-control and return to
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the so-called divergent creative thinking of their childhood.
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A study has been done on divergent thinking with more than 1500 children.
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See this speech of Ken Robinson on Ted.
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Divergent thinking is the ability to propose
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as many answers as possible to a question
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by looking at it from different angles.
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Kindergarten children were shown a paper clip
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how many uses can you make of a paper clip.
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98% of the children were considered geniuses of divergent thinking.
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Five years later,
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the same children were asked the same question,
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and the figure dropped to 30%.
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At the age of 15,
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creativity was 12%.
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Society and education are gradually censoring creative thinking.
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it is still there in the childlike soul of your participants who are
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now more capable of new thinking and solutions than they themselves believe.
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stimulate them and encourage them,
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and they will unlock.
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How do you intelligently manage the participants of your meetings?
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understand what the characteristics of a meeting group are.
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When individuals in the group do not feel safe,
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the group tends to be inward looking,
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Hence the importance of the group's operating rules benevolence,
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division of the speech,
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Individuals in a closed group tend to gather around a
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leader designated all natural and adopt the same behavior.
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It is the instinct of security and belonging
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and not reflection that drives individuals to gather.
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Studies have shown
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that it is extremely rare that an individual inserted into a closed group
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dares to stand out and express their disagreement in
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the presence of the group and the recognized leader.
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This leads to a form of conformism in
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thinking and behavior that can stifle creativity.
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Sometimes the strong cohesion of a group is in itself a tribal nature,
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even if on the outside everything seems positive.
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Self-censorship has insidiously made its way.
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It is the facilitator's role to ensure that everyone can express
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disagreement and divergent ideas in a safe and secure environment.
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And to make sure that no counter leader keeps the rest of the troops in silence.
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when the group is formed,
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it can be closed to the arrival of any new participants or visitors,
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As a facilitator,
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be sure to integrate Joe,
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introduce him to the group,
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and make sure that the others introduce themselves to him
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and put him in a central position around the table.
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How to intelligently manage the participants of your meetings.
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Know how to adapt and adjust to the participants.
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Here are some examples of possible attitudes of participants.
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When you are faced with the questioner in a loop,
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send the questions back to the group.
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What do you guys think?
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Or mirror the question to the questioner himself.
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What do you think about it,
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Don't solve his problems yourself in the face of an obstinate debater.
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Tell them you will enjoy continuing the
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discussion with them alone after the meeting.
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Ask them to accept the group's opinion for the time being.
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In dealing with the shy person,
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ask them easy questions to increase their confidence.
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Draw others' attention to what they are saying.
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When you feel that they are ready to talk,
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did you want to say something?
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Faced with the voluntary mute who shows no interest,
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ask their opinion on a point they know.
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Ask them about their experience.
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If the chatterbox is talking,
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interrupt them when they take their breath.
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We've strayed from the subject.
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Or raise a question to the group or an ally.
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what do you think?
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facing a speech off topic,
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say thank you for your input,
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I suggest we put this discussion on the agenda for another meeting,
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or I suggest that we deal with this topic during a personal meeting.
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I remind you that the purpose of this meeting is,
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Facing the expert in the sides,
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take the last idea expressed by the group
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and ask him his opinion by name.
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what do you think of?
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here are my three coaching tips to move the discussion forward in.
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During a meeting,
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name people by their first name when you speak to them
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with an open tone of voice.
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not Christopher.
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Naming people is a mark of attention
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that their subconscious will receive in a positive way.
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ask questions to refocus the topic of the meeting.
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Questions to the group.
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Who thinks that we?
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How can we change?
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Or ask questions to allies.
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what do you think about?
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He who asks the questions leads.
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The moderator must master the art of questioning the group and individuals to
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move the discussion forward all the way to the decision making stage.
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in the face of opposition or off topic issues,
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lean on the group or on some allies who support you in the project
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and with whom you will have pre-prepared the meeting.
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Divide the management of difficult personalities and
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the response to objections with these allies.
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To go further in managing participants,
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especially the so-called difficult participants,
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I recommend the video responding to objections.
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How do you manage people who arrive late to your meetings,
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the inevitable latecomers?
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I think this is a good question to answer as a group.
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Set up a rule together on how to manage the occasional
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late arrival and how to manage the repetition of late arrivals
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and start on time without waiting for the latecomers.
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It's a credit to yourself and those who arrived on time.
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Many latecomers will end up self-disciplining
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because they will feel embarrassed to arrive during a meeting
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or uncomfortable taking a topic from the floor.
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If you let latecomers join a meeting without saying a word,
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you create a loophole which everyone is likely to use.
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If you rap the knuckles of the late comers,
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the whole group might rally against you in favor of the participant.
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The ideal solution is really to follow the
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collective rule and the decisions of the group.
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The collective decision on what do we do if one is late.
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Do we start at the announced time,
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no matter how many latecomers?
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Does one person summarize what has already been exchanged with the latecomers,
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or do we continue the meeting as usual?
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Do we change the meeting appointment time
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to better fit the attendee's schedule?
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What do we do if one is repeatedly late?
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You can also appoint a host at each meeting
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who will greet the latecomer,
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reserve a seat at the end of the table for him or her,
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and keep the late comer informed in a
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low voice without disturbing or delaying the group.
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How to manage the use of smartphones during meetings.
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At the beginning of the meeting,
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ask participants to turn off their smartphones,
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showing that you are also turning yours off and validate with
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a word and a look that it's OK for all.
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If everyone was OK at that time,
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it will help you politely reframe any slips and forgetfulness.
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My general advice is to call upon the
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participant that you feel has gone somewhere else,
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who is diving into his smartphone or computer,
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who is daydreaming.
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As soon as you feel them go elsewhere,
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talk about them just by pronouncing their first name as Marty used to say,
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or by asking them a question.
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understand why they went somewhere else.
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You may be partly responsible.
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Didn't they feel concerned about the exchanges?
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Maybe these exchanges should be postponed to a
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micro meeting with only the people really concerned.
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should the subject be given meaning again?
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Is the section too long?
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Maybe it's time to alternate or take a break.
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Is the meeting going round in circles?
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Have they already mastered the subject?
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Each individual is different.
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Some have a memory like an elephant,
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or some people incorporate integrate very quickly what has been said.
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any repetition or long debate will cause boredom and will push them to drop out
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to deal with other professional tasks.
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if they know how to manage their dropouts and come
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back alert as soon as the subject takes another turn.
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A good facilitator knows their participants
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who they have to bring back on board
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and who they can let go somewhere else for a moment without asking them questions.
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Here is another alternative.
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If the person has already mastered the subject discussed,
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the main facilitator can ask them to lead that section
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or propose a summary to the group on the subject.
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This is a good way to make them feel an active participant.
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some people have the ability to multitask even in meetings.
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So first see if this smartphone activity harms the person and the group
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before reframing them as a child at fault.
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And don't let your ego be offended
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when they respond to a message while listening to you if they can do both.
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Online collaborative tools encourage.
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The use of smartphones and computers during the meeting.
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For some more easily distracted,
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it will be a challenge to focus their use on the objectives of the meetings.
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some individuals will withdraw from the meeting
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because they will have been caught by an SMS or an email,
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and this withdrawal will harm their commitment to
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the meeting and their understanding of the subject.
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These people are not multitaskers.
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Don't let these people go away.
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Invite them to mute their notifications.
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Bring them back to the meeting with a question,
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and most importantly,
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and this is the key,
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make your meeting captivating.
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