Madame Chair
by Connie Glaser
Best-selling author and keynote speaker Connie
Glaser is one of the country's leading experts on gender communication and women
in leadership . Exploring communication differences
between men and women, Connie offers corporate seminars on effective communications
and overcoming barriers to leadership.
Many women shrink from the responsibility of chairing a meeting. True, it
is risky. The last time you attended a meeting and caught yourself daydreaming,
clock watching or squirming in your seat, more than likely the chairperson
was to blame.
In fact, most meetings fail for one of three reasons: They take up too much
time; they involve too many people; or there is no agenda. And all these
details fall under the jurisdiction of the chairperson.
Taking charge of a meeting does require hard work and preparation. However
the resulting visibility can enhance your reputation as a leader --if handled
correctly.
Here are some tips to help make your turn at the helm run smoothly.
To call or not to call a meeting.
How do you decide? First, determine your goals and objectives. Next, ask
yourself if these could be met just as easily by making a few telephone calls
or sending an e-mail. The important thing is not to waste anyone’s
time. As George David Kieffer points out in The Strategy of Meetings, "Holding
an unnecessary meeting can undermine your reputation."
Whom should you invite?
Company policy may dictate that you invite certain people. Otherwise, everyone
involved in carrying out any decisions made at the meeting should be asked
to attend. Include key people with expertise in the areas you'll be discussing.
But try to limit the number of participants, since the larger the group,
the more difficult it will be to reach your goals and objectives.
In fact, one way to limit the number of participants is to keep the focus
of your meeting narrow. In other words, the more specific the objective,
the fewer the necessary participants.
Set an agenda.
A written agenda can be your most effective power tool. It forces you to
think through your objectives and encourages you to focus on strategies to
achieve those goals. It tells participants what you plan to accomplish, as
well as how they can prepare for the meeting.
Your agenda is a script that will allow you to control the flow of the meeting.
It can also serve as a tool for evaluating your performance after the meeting.
Analyze your agenda to make sure your goals are reasonable. "Limit
the number and kinds of tasks to be undertaken," Kieffer suggests. "The
more narrow the defined task, the better the group does, and the better you
will do."
When you are satisfied with your agenda, send a copy -- at least a few days
in advance -- to everyone who is expected to attend the meeting. Tell them
how long the meeting will last and let them know you are available to answer
questions and clarify agenda items before the meeting.
Get everyone on board.
A good way to jumpstart a meeting is to begin with an issue you think will
be resolved quickly. Then follow this with an issue that you anticipate will
take the most time, as energy tends to be highest at the start of a meeting.
