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Mr. Perfect's Terrible Service Meetings Tutorial

Ever wonder what happens in a typical meeting run by someone who thinks he's 'Mr. Perfect'? Join us as we explore his lackluster approach to team engagement. With endless monologues and a disregard for feedback, discover how he misjudges his team's reactions. Can he really improve meetings without first evaluating his own methods? Dive into 'mr. perfect's terrible service meetings' and learn the pitfalls of poor communication!

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the manager Mister Perfect did not deem it necessary

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to prepare an agenda for his monthly meeting.

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He always had the same goal information sharing and team motivation.

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When the meeting started,

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Mister Perfect spoke nonstop for 20 minutes

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to pass on information he deemed essential.

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He never asked his teammates if they needed all this information.

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He never asked them if his way of transmitting it suited them,

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and most importantly,

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he never let them react to this information.

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Sometimes he perceived rolling eyes,

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heard a sigh,

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or saw an amused nudge between two teammates,

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but he didn't take it seriously.

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Deep down he found their reaction somewhat childish,

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but magnanimously let it go.

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When he saw that a collaborator was no longer listening,

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he mentioned their name to reconnect them to the meeting.

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Irma,

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are you with us,

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Sam?

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What I'm saying is really important.

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Having finished this first part,

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he followed his usual structure and asked each collaborator

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to talk about their progress in 5 minutes.

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Some tended to take a bit more time and got lost in details,

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but he gently redirected them.

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What annoyed Mister Perfect most was

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that some collaborators seemed disinterested.

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He was committed to freeing up speech in meetings.

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He wanted everyone to participate to strengthen the team spirit.

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He commented on each intervention,

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giving a few pieces of advice and encouraging them to continue.

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He thought he was achieving his goal of developing employee motivation.

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However,

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the exchanged glances among team members betrayed

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a general weariness which he couldn't explain.

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He put so much energy into listening to the team and encouraging them.

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Julie didn't really engage and gave a very brief

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report of her progress before passing the word.

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When the round table ended after 55 minutes

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of information exchange without decision making or co-construction,

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Mister Perfect addressed Julie.

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Julie,

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you were quite silent today.

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What do you think?

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Caught off guard,

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she stammered a few words about having heard a lot

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of information she already knew or that didn't concern her,

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and that she would have preferred to work together on the design of the new project.

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Mister Perfect,

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used to Julie's size,

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made no comment.

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Anyway,

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he thought Julie wasn't really committed.

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She often found a good excuse not to attend the monthly meeting,

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just like David

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and Hubert.

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An hour had passed.

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Mister Perfect concluded,

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I thank you all for your attention to each other,

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which proves your sense of collaboration and your commitment to your work.

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This time,

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90% of the collaborators rolled their eyes.

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After the meeting,

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as the team left the room,

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Mister Perfect turned to his deputy and declared,

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I seriously think about organizing a training to improve their engagement.

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What do you think?

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The deputy found the courage to look him straight in the eyes and replied,

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Maybe we should first consider a training

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for you on facilitating service meetings.

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