Strategies For Dealing With Difficult Meeting Participants (Part 2)

Type

Behavior

Suggestion

Hostile

  • “It’ll never work.”
  • “That’s a typical engineering viewpoint.”
  • “How do others feel about this?”
  • “You may be right, but let’s review the facts and the evidence.

Know-It-All

  • “I have worked on this project more than anyone in this room…”
  • “I have done this kind of work for years…”
  • Let’s review the facts.”  (Avoid theory speculation)
  • “Another person with noteworthy experience in this has advised us…”

Loudmouth

  • Constantly blurts out ideas or questions.
  • Tries to dominate the meeting.
  • Interrupt: “Can you summarize your main point/question for us?”
  • “I appreciate your comments, but we should also hear from others.”

Interrupter

  • Starts talking before others are finished.
  • “Wait a minute, Jim, let’s let Jan finish what she was saying.”

Interpreter

  • “What John is really trying to say is…”
  • “John would respond to that question by saying…”
  • “Let’s let John speak for himself.  Go ahead, John, finish what you were saying.”
  • “John, how would you respond.”
  • “John, do you think Jim correctly understood what you said?”

Gossiper

  • “Isn’t there a regulation that you can’t…”
  • “I thought I heard the VP Finance say…”
  • “Can anyone here verify this?”        ( assuming no response)
  • “Let’s not take the time of the group until we can verify the accuracy of this information.

Whisperer

  • Irritating side conversation going on between two people.
  • Walk up close to the guilty parties and make eye contact.
  • Stop talking and establish dead silence.
  • Politely ask the whisperers to wait until the meeting is over to finish their conversation

Strategies For Dealing With Difficult Meeting Participants (Part 1)

Type

Behavior

Suggestion

Silent Distracter

  • Reads newspapers, rolls eyes, shakes their head, or fidgets.
  • Ask them questions to determine their level of interest, support, and expertise.
  • Try to build an alliance by drawing them into the discussion.
  • If all of the above doesn’t work, discuss your concerns with them during a break.

 Busy-Busy

  • Ducks in and out of the meeting repeatedly, taking messages, dealing with crisis.
  • Schedule the meeting away from the office.
  • Check with common offenders before the meeting to ask if the planned time is okay for minimum interruptions.

 Latecomer

  • Comes late and interrupts the meeting.
  • Announce an odd time (8:46) for the meeting to emphasize the necessity for promptness.
  • Make it inconvenient for latecomers to find a seat.
  • Stop talking until the latecomer finds a seat.
  • Establish a “latecomer’s kitty” for refreshments.
  • Continue with the meeting and bring the latecomer up to speed after the meeting.

Early Leaver

  • Announces, with regrets that they must leave for another important activity.
  •  Before starting, announce the ending time and ask if anyone has a scheduling conflict.