Facilitating a brainstorm - managing participants

Do you ever get the feeling that managing meetings would be easy - if it wasn't for the people involved?

I think we've all been there. But handling people - even problem participants - is easy when you know how. You need to think about the problem in advance, learn a few engagement techniques - and then implement them as the meeting or brainstorm progresses.

There are certain types of "problem participants" who occur all too often:

• The motormouth, who wants to dominate every conversation
• The wallflower, who doesn't want to talk at all
• The person who seems only to see the negative in everything
• The aggressive person, who delights in personal criticism and attacks (but only on others)
• The person who is always late and perpetually distracted

In the first instance, agree groundrules in advance - and keep them on display. These should include the rule  that the times of the brainstorm will be honoured, that all attendees are expected to participate, and that only one person should talk at one time (the "one singer, one song" rule). 

In addition, almost all "problem" behaviours can be handled by facilitation techniques. 

In order of escalation they are: 

1. Mention their name (most people respond and attend when they hear their own name)
2. Move towards them
3. Put a hand on their shoulder (but be aware of cultural issues which discourage touching) and
4. Call a coffee or natural break, and have a word with the person causing the problem.

In the last instance, if their behaviour is truly breaking up the brainstorm, explain the problem and ask them to leave the meeting if they cannot behave in a way that will contribute to achieving what the meeting needs to. 

In addition, be aware that people have different ways of engaging at work. Their personalities differ, and the way they work and communicate with other people can differ dramatically. There are several ways of understanding different personality styles -  from Belbin and Myers Briggs Type Indicator (MBTI), to NLP Representational Styles (Auditory, Visual, Kinaesthetic etc) and the Insights Colour system.

The sense behind each of them is that if you understand your own "type", and can flex to communicate in the way others prefer, you'll have much more success in communicating with them.

The system I use is Social Styles, with the primary types of Driver, Analytical, Amiable and Expressive. I find it simple to understand and translate into action, and I use it to understand any type of communication issue and any type of audience.

It's worth trying to work with these communication systems - check them out online, or talk to your HR colleagues.

Presentation Tip - You must end on time

There’s a Bob Monkhouse line popular with after-dinner speakers that your duty is to “Stand up. Speak up. And shut up”.

It makes a valid point. One of the first things an audience wants from you as a speaker or presenter is for you to stop talking.

Especially if the conference, event or pitch is over-running, they want you to finish on time. If you can cut your presentation down to the time remaining until the close, they’ll love you for it.

You may wish to aim for this and then ask if they’d like more, but leave it up to the audience.

Don’t simply think “I was given an hour, so I’m going to take an hour”. Audiences don’t like you taking them over time, whether they are leaving to go home, desperate for the loo or (heaven forbid) you stand between them and a free bar.

I failed on this point recently. I was given a very prestigious keynote spot for an audience of professional speakers. It was a big moment for me – I was closing the conference, and had just been made a Fellow of the organisation.

I had a great time. Such a great time I forgot it’s about them, not me. I over-ran, and some marked me down for that. Rightly so.

It doesn’t matter how much fun you’re having, or how much fun you think they’re having. Finish on time. And let them come up to you afterwards and say “I could have happily listened to you for much longer”.

Incidentally, if it’s a paid speech, check with the person paying your fee first. It may be that they’d rather move the end-time so that they get the full time for your fee!

Presentation Tip: Your first priority is to start on time.

There’s a long running online discussion on the pages of a speakers’ group, about speeches starting late. It asked for reasons – in one or two words – why a speaker might not start their speech on time.

Several justifiable reasons were given – fire alarm, emergency, illness. But one thing that struck me was the number of reasons which (to me, at least) seemed to be down to the speakers themselves. “My laptop wouldn’t work”. “My train was late”. “I went to the wrong room”.

These aren’t reasons, they’re admissions of fault. It’s the responsibility of every speaker, every presenter, to arrive on time – indeed, to be there early. In any case, if you’re there early, you can get a feel for the room – and the audience! And you can check your laptop, have a run through – or just relax a bit. Yes, your train might run late. That’s why you get the train two before the one that should come in on time.

My tip? Imagine the worst thing that could go wrong – and leave enough time for that to happen, and you to still start on time.

Incidentally, if you look at the reasons given above, only a few were the one or two word answer asked for. Several responses ran to five or six words. Perhaps that’s why so many presenters also over-run?