Manage participants intelligently Tutorial

Unlock the secrets to effective meeting management with 'Manage Participants Intelligently'. This insightful video offers proven strategies for fostering collaboration and harnessing creativity in your team. Learn to adapt your approach to different personalities, promote trust, and effectively handle latecomers and distractions. Transform your meetings from mundane to dynamic—watch now and revolutionize your teamwork!

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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 trusting,

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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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Of course

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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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Step by step,

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you'll be able to free the voices,

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to delegate,

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to empower,

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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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and asked

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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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However,

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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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Trust them,

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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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First,

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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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conformist,

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and xenophobic.

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Hence the importance of the group's operating rules benevolence,

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nonjudgment,

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division of the speech,

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creativity.

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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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Finally,

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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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let's say Joe.

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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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Jack?

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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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say,

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Amy,

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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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Ophelia,

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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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Katy.

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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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so how can we?

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Facing the expert in the sides,

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Christopher,

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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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Christopher,

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what do you think of?

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More broadly,

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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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number one,

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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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Christopher,

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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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Number 2,

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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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Shirley,

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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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Number 3,

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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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Tony,

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who is diving into his smartphone or computer,

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or Marta,

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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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But above all,

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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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Are they bored

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and why

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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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For these two,

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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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Why not

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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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and will know

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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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As a reminder,

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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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Indeed,

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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.

Mandarine AI: WHAT YOU SHOULD KNOW