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Can Self-Coaching Help Your Bottom Line?
Can Self-Coaching Really Help Your Bottom Line?
The other day I found myself watching one of those ubiquitous
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The presenter's brief was to transform an entire street. In her
pitch to the residents, she evangelised...
Codifying Creativity
Can we codify creativity? Within these few words are a number of principles that must be identified and resolved before we can really answer the question.
The first question is, what is creativity? What are we trying to codify?
One useful...
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Innovation Management – the value of due diligence
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The Six Rules of Effective Communication
Effective communication is vital if you wish people to understand your viewpoint. It becomes even more crucial in professional settings, as fierce competition means that customers must be convinced that your products are superior to your rival's....
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Coping with Meeting Disrupters
here are several common difficult behavior patterns that are
demonstrated at meetings. Here are a few with suggestions on actions to
take to alleviate the problem the behavior presents.
1. There are those who like to ask questions which may or may not be
appropriate. This can stem from real curiosity, a desire to help the
group by recounting a previous experience, or just wanting attention.
Listen but set a time limit. If the question is pertinent, it could
set off a good discussion. An alternative is to state upfront that
questions will be taken at the end of the report or presentation.
Sometimes giving the people the job of recording the ideas keeps them
too occupied to interrupt.
2. Someone who argues or complains may be motivated by a feeling that
their needs are not being addressed, is annoyed with someone in the
group, is having a bad day, or is perhaps naturally combative. It may
be best to let the person express his or her opinion and then restate
the viewpoint to ensure clarity. Tell that person that the matter can
be discussed more fully later. If the complaint is legitimate to the
topic, list positive and negative forces involved. Encourage the group
to respond as well.
3. Dominators may work from a base of wanting to show off or
demonstrate how well informed they are. The leader should remind the
group to keep comments concise, clear, and focused. Proper structuring
ensures that all members participate. The competitor wants to win every
point whether or not the argument is any good. Remind this speaker that
he or she can't always be right and that other comments also deserve to
be heard.
4. Ramblers tend to be preoccupied with their own interests and are
either unaware of or uninterested in the goals of the group. It is
important to validate the person's comments but redirect them to the
subject and task. Digressers may misunderstand a task or seem
distracted by another issue. If clarification is in order, do it
quickly so as not to frustrate other members of the group. Otherwise,
just acknowledge the comment and move on.
5. We've all been frustrated by others who hold private
side
conversations. They may be sharing their reaction or viewpoint,
discussing a matter not related to that meeting, or catching up on
personal news. Solutions? Separate the talkers, ask them to include
everyone in the conversation, direct a specific question regarding the
topic at one of them, or make the person the recorder. Another great
tactic is to stop the meeting and be silent - this should embarrass the
talkers into stopping. A tactful technique is to ask that only one
person speak at a time as that leads to easier listening and better
group dynamics.
6. The joker can lighten up a dreary meeting with a little levity. But
some individuals go overboard. Then there is the sarcastic one, the
person who can't resist a snide remark. A bad tone for the meeting
ensues as this person belittles what others say. Cut the tirade by
stating that such remarks be withheld during the meeting.
7. The objector likes to remind co-workers that it's been done before
with no success or that the idea has little merit and probably wouldn't
work. This can stem from lack of knowledge or understanding, fear of
change, or laziness. Another problem is the person who tries to form a
coalition to pressure the group to accept and back him or her and what
they think would be a better way. If you can't get these people to be a
more constructive part of the team, don't invite them to future
meetings.
While it is the leaders responsibility to keep the group focused on the
meeting topic, help is usually given by the rest of the participants via
pointed comments or looks. Meeting disrupters don't have to be
tolerated; politely challenge their behavior and get back on track.
After all, most of us don't enjoy spending much time in meetings and the
sooner we get back to "real work", the happier we are.
About the Author
Copyright 2002 by Virginia Reeves. This article may be reprinted; inform the author via mailto:rainbowop@onemain.com. For more on creativity, success, communication, and enhancing your skills and talents for more growth,
please click on http://www.rainbowopportunities.ws or mailto:millionairemindset@GetResponse.com (for free bi-monthly e-zine)
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| members.optusnet.com.au |
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| CREATIVITY |
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| This page explains a wide range of techniques which can help you generate creative solutions to your problems. |
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| The 6 Myths Of Creativity |
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| www.fastcompany.com |
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| CreativeClass.org |
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| www.creativeclass.org |
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| TIP: Concepts |
| The relationship between creativity and intelligence has been always been a central concern of psychology ( Guilford , 1950). Much effort has been devoted ... |
| tip.psychology.org |
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| American Creativity Association (ACA) |
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| CREAX - Portal for creativity and innovation |
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