HBR Guide to Making Every Meeting Matter (HBR Guide Series)

by Harvard Business Review

WHEN A SIT-DOWN IS CALLED FOR Sometimes nothing you do in a meeting will help break someone of their problematic behavior. If this is the case, sit down with that person and speak directly with them. Here are tips for approaching the encounter. Ask permission. “May I talk to you about today’s meeting?” Clarify goals. Ask the person what they hope to get out of the meeting. Discuss what you see as the meeting’s core goals. Describe the behavior. “I see you doing X.” This way, you each have a common reference point. Describe the consequences. Explain how the behavior is affecting the group’s performance, and detail the consequences you see it having for the group. Inquire about the root of the behavior. Ask, for example, if the person is upset about a particular issue. Make a specific suggestion or request. “At the next meeting, please try not to dismiss an idea until others have had a chance to finish their thoughts.” Being unambiguous increases the likelihood that they will change their behavior. Agree on next steps. Getting the person to commit to changing their behavior will help them actually do so. Adapted from Harvard Management Communication Letter (product #C0504B), Spring 2005.