Espectros de masa

Even a simple meeting needs someone in the chair. That does not imply that whoever is ‘in the chair’ should be most senior, should do most of the talking or even lead the talking, or that they need to be formally called Chairperson – but they should be responsible for directing the meeting.

An effectively conducted chairing role can ensure a well-directed meeting, which, in turn, can mean:

• the meeting will better focus on its objectives;

• discussion can be kept more constructive;

• a thorough review can be assured before what may otherwise be ad hoc decisions are taken;

• all sides of the argument or case can be reflected and balanced;

• proceedings can be kept businesslike and less argumentative (even when dealing with contentious issues).

As we see, all the results of effective chairing are positive and likely to help make for an effective meeting. Put succinctly, a good chairperson will lead the meeting, handle the discussion and act to see that objectives are met, promptly, efficiently and effectively and without wasting time.

Some of what must be done is simple and much is common sense; the whole of the role is important. We will start by referring to two key rules that any chairperson must stick to (and that any group of people meeting should respect). They are, very simply:

1. only one person may talk at a time;

2. the chairperson decides who (should this be necessary).

Already this should begin to make you think about the qualities of the person who will make a good chairperson. The right choice must be made: the person in the chair must be able to execute their task effectively, must be respected by the participants (who must accept first that a chairperson is necessary). The next few points set out what the chair must do.

5.4.1 The meeting leader’s responsibilities

The list that follows illustrates the range and nature of the tasks involved. It also shows clearly that there are skills involved, perhaps skills that must be studied, learned and practised. Whoever is leading the meeting must be able to achieve the following.

• Command the respect of those attending (and, if they do not know them, then such respect must be won rapidly by the way they are seen to operate).

• Do their homework and come prepared, i.e. having read any relevant documents and taken any other action necessary to help them take charge. They should also encourage others to do the same, as good preparation makes for more considered and succinct contributions to the meeting.

• Be on time.

• Start on time.

• Ensure any administrative matters are organized and will be taken care of appropriately (e.g. refreshments, taking minutes).

• Start on the right note and lead into the agenda.

• Introduce people if necessary (and certainly know who’s who – name cards can help everyone at some meetings).

• Set, and keep, the rules.

• Control the discussion, and do so in light of the different kinds of people who may be present: the talkative, the strident etc.

• Encourage contributions where appropriate or necessary.

• Ask questions to clarify where necessary. It is important to query anything unclear and do so at once. This can save time and argument, whereas, if the meeting runs on with something being misinterpreted, it will become a muddle and take longer to reach any conclusion.

• Ensure everyone has their say.

• Act to keep the discussion to the point.

• Listen (as in LISTEN): if the chair has missed things, then the chances of the meeting proceeding smoothly are low and it may deteriorate into ‘But you said

…’ arguments).

• Watch the clock. Remind others to do the same and manage the timing and time pressure.

• Summarize, clearly and succinctly; something that must usually be done regularly.

• Cope with upsets, outbursts and emotion.

• Provide the final word – summarizing and bringing matters to a conclusion. Sim-ilarly, link to any final administrative detail, such as setting the date for the next action or further meeting.

• See (afterwards) to any follow-up action. This may be especially important when there is a series of meetings, because people may promise something at one and turn up at the next having done little or nothing.

And all this must be done with patience, goodwill, good humour and respect for both all those present (and maybe others) and for the objectives of the meeting.

5.4.2 The conduct of the meeting

Now let us turn to a number of points worth investigating in more detail.

5.4.2.1 Get off to a good start

The best meetings start well, continue well and end well. A good start helps set the scene, and this too is the responsibility of whoever is in the chair. It works best to start the meeting in a way that:

• is positive;

• makes its purpose (and procedure) clear;

• establishes the chair’s authority and right to be in charge;

• creates the right atmosphere (which may differ if it is to prompt creative thinking or, say, detailed analysis of figures);

• generates interest and enthusiasm for what is to come (yes, even if it is seen as a tedious regular review);

• is immediately perceived as businesslike.

It may also help if the chair involves others early on, rather than beginning with a lengthy monologue – which takes us to the next point.

5.4.2.2 Prompt discussion

Of course, there are meetings where prompting contributions is the least of the prob-lems, but where contributions are wanted from everyone (or why are they there?), not just a few. So, to ensure you get adequate and representative discussion and that subsequent decisions are made on all the appropriate facts and information, you may need to prompt discussion.

For example, sometimes there are specific reasons why meeting participants hold back, for example:

• fear of rejection;

• pressure of other, more senior or more powerful, people;

• lack of preparation;

• incomplete understanding of what has gone before.

Or, indeed, it may simply be a lack of encouragement to make contributions. A good chairperson will ask for views and do so in a way that prompts open, considered comments.

But note that it is sometimes easy to skew comments (wittingly or not) by the tone or manner with which comments are called for. For instance, a senior manager is

unlikely to encourage creative suggestions if they field their own thought first: ‘I’m sure this is an excellent idea – what do you think?’ So, do not lead.

The other trick is to ensure you have the measure of different individuals, drawing in, say, the more reticent and acting to keep the overbearing in check. And remember that people may have a variety of motives for the line they take at meetings, so some will be more businesslike than others.

Much comment-prompting will come through questions and the way this is done is important.

Questions must of course be clear. Remember also that there are two main kinds of question, open and closed, with open questions more likely to prompt discussion (see 4.5.2 in Chapter 4). The circumstances will affect how questions are best asked.

Discussion can be prompted around the meeting using more complex means, primarily in the following six ways.

1. Overhead questions: These are put to the meeting as a whole, left for whoever