ELECTRONIC HOUSE CALL - October 16, 1998

MONITOR YOUR MEETINGS
I was just facilitating a management retreat for the foodservice department of a major resort. In the course of our discussions, it became apparent that they had become addicted to griping. In fact, their meetings had a history of becoming "bitch sessions." (Not surprisingly, everyone complained about that fact, too!)

Perhaps you have experienced this phenomenon in your own organization -- it is not uncommon. If this is not your idea of a good time, what can you do about it? As a start, it helps to recognize that meetings, like people, have moods -- there are differing "tones" or feelings in the group.

When the tone is high, everybody feels good together. Ideas flow easily, debate is spirited but respectful and the participants feel energized. When a group is functioning at a high level, time flies. The people in the group feel like they are learning new things -- in fact they eagerly look for and explore ideas that differ from their own. People ask more questions and reflect more on the responses. These are the meetings that people look forward to attending.

As the tone deteriorates, ideas start to become more tightly held. Dissenting opinions begin to take on the appearance of personal attacks and the participants increasingly feel drained. Once a group starts down this slippery slope, agreement becomes increasingly more difficult. (Did you ever try to resolve something with your mate when you were both angry?) The quality of the conversation changes. Attitudes of "right" and "wrong" start to appear. The meeting quickly reaches a point where no resolution or real agreement is possible.

Can you see these differences in your own experience of different meetings? If so, you are on your way to being able to do something about it.

I will develop this idea more in a future Home Remedies article, but for now, just recognize and respect the importance of the tone in assuring productive meetings. Then monitor the tone of your meetings and notice when the feeling and the quality of the conversation starts to change. Don't make anyone wrong for complaining (that won't help), but you may want to call a break when the quality of the discussion takes a downward turn and see if that helps people reset.

If the group has gotten off track, acknowledge the fact. If you can't get back in touch with good feelings, call it off and try again at a later date. It doesn't matter why or what starts the group slipping into a lower tone, just start to be aware that it happens. Recognize and respect the symptoms for what they are -- warning signs, not problems. In a truly healthy organization, you might agree as a group that you will discontinue your session if you start to function below a certain level. Meetings will become more productive as your tolerance for unproductiveness goes down.

THE DOC DOWN UNDER
Margene and I leave on Thursday for three weeks in Australia and New Zealand. I am presenting programs in Sydney, Brisbane and Auckland. Along the way we will visit some old friends and, I suspect, pick up a few new ideas and insights. As I did on our European trip, I will post a daily diary of what I am seeing (and learning) on my website at www.restaurantdoctor.com.  We will be back on November 12th.

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