You are leading a meeting whose purpose is to decide whether your company sh for

Question

You are leading a meeting whose purpose is to decide whether your company sh for a new piece of business. All the "right" people are there and are preparedtould bi ute. You have introduced the participants and have discussed why each of them meeting. You have reviewed the agenda, established operating guidelines, and are ing a discussion of the first agenda item, which is how the new piece of business into the company's strategic plan. You notice that Bob, the director of sales, is ing eye contact with anyone, is occasionally drawing stick figures on his note paper just softly commented, "Who cares how this fits our strategy? Our strategy is comnla off the mark." You look at your watch. Of the time you have allocated for this dicue ontrib s could scussion there are three minutes remaining for this agenda item. 1. In what ways does preparing an agenda in advance reduce the likelihood of these haviors? What other "before the meeting" strategies can be used to curb such beha ior? Why do you think this strategy or approach would or would not be effective? 2. What options are available for a team member or team leader during the meeting t address this disruptive behavior? Why do you think this approach would or would be effective? 3. What options are available for a team member or team leader at the end or just follow. ing the meeting to address this disruptive behavior? Why do you think this approach 9 0 would or would not be effective? Source: This case study was contributed by Kristine L. Krueger, Ph.D, Manager, Training& Support Services, Duke University Health System, July 2007

Explanation / Answer

1. Preparing the agenda before the meeting helps to know the state of current developments in various aspects of the business and how they are affecting the strategic issues of business, if any. Having an informal word with different stakeholders helps to assess the overall current scenario, and how it is going to affect the future plans, or how it is essential to resolve the previous issues before embarking on new initiatives.

2. A team leader would have asked the sales leader to elaborate more on the issue of " strategy being off the mark", so that the sales issues may be sorted out separately, maybe after the meeting. Other option would have been to say " I will discuss it with you later, but tell me how the new approach will work if everything is in place". Last opions would be to ignore him and go ahead with the meeting. The first approach will be the most effective so that other issues, from other members, if any, may also come to the surface and get resolved before a new initiative is taken.

3. The most appropriate post- meeting behaviour is to talk to the sales director in detail and come to know of the issue, and help to resolve it. This is the most effective approach as is the only amicable way to address the issue without more disruptions.

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