Has anyone ever said that you were good at leading group meetings? And/or, has anyone ever complimented you on how well you handled a one-on-one networking introductory meeting?
Many moons ago, when I was just a couple of years into my career, I remember a senior associate that I respected in the AEC industry saying to me: “Gee, Anne, you really run a great meeting!” While flattered by any compliment, I have to admit at the time I really didn’t understand the real value of that skill. Of course now, after years and years of inefficient meetings {think: Monty Python’s Meetings, Bloody Meetings!}, I am all-too-aware of how dreadful a poorly run meeting can be.
Part I of this post will be about one-on-one meetings.
Just the other day, I tweeted this message: Why not kick off networking intro meetings with an informal agenda or meeting objectives? It’s effective; welcomed. Via @jwillie. #AEC #SMPS.
Once you say the hellos, then read the other person’s body language for if they want to ‘get down to business’ or have some additional small talk. Or, if you yourself have a keen desire to get down to business, then warmly (delivery style is essential!) say something like:
“I’ve given some thought to our meeting today. I was hoping that in the 60 or so minutes we’ll be spending together, we can accomplish: X, Y, and Z.”
For example: “…First, it would be great to hear about your most significant business challenges. As well, I’d like to hear where you think the top priority is for this year. Then I’ll take a moment to give you some history about Scarlett Consulting, and share insights regarding issues I have encountered that are similar to yours. At that point, based upon what we’ve discovered about one another, we can decide if it makes sense to set up next steps towards working together.”
That’s just one of many, many examples. But you get the idea. Lay out the meeting goals and direction for them. Get their agreement or adjustments before launching in. (Remember, they may have their own preferences for the meeting direction). Use fairly casual language—like the above example—so that the converastion maintains a friendly, not-overly-rigid energy.
If you are thinking to yourself, ‘No way, Anne. I’m a free-flowing person, plain and simple. I’ll just end up sounding inflexible and impersonal if I take your advice’ then at least consider the following. In formal presentations, we know that the preferred format is ‘tell ’em what you’re gonna tell ’em; tell ’em; then tell ’em what you told ’em’. Well, there’s a reason it’s preferred—it’s focused; it’s easy to follow; and it makes the presentation memorable! Networking meetings can greatly benefit from a similar structure. Otherwise, if you’re not careful, two things could happen: 1. the conversation gets unwieldy, and you never get around to making the very best use of the time; 2. there’s no followup or truly memorable nuggets that will get you to the next step, especially if it’s a business development/sales effort.
Stay tuned. Part II will offer some effective leadership tips for group meetings.