Chapter 8
How to Get and Maintain Enthusiastic Involvement
If the meeting is going to be productive, enthusiastic involvement is necessary. Involvement need not be active talking; it can be active listening. It can also be enthusiastic participation in an activity or problem that is given to the participants. It means the speaker has the undivided interest and attention of the participants. It also includes a commitment to help accomplish the objectives of the meeting.
Initial Enthusiasm
The first requirement for enthusiastic involvement is to get participants to want to come to the meeting. Their initial attitude toward being there is critical. To build this initial enthusiasm, the leader must convince each participant that there is a need for the meeting and the participant should be there. This can be done personally or by means of a well-planned notice that is sent to the participants.
The second requirement for initial enthusiasm is to schedule the meeting at a time that participants feel is the best time for the meeting. Often, this requires the leader to check potential times with participants before deciding on the final time. Also, the right amount of advance notice must be given to participants so they can plan to be there without having mental or physical interruptions.
The third requirement for building initial enthusiasm is to select a place that participants feel is the best place for the meeting. Two important factors are
1. proximity to the workplace of the participants (Sometimes it is best to hold the meeting as close as possible to the workplace so that it will require minimum travel time. At other times, it is better to get away from the workplace to avoid mental and physical interruptions in the meeting. In general, the shorter the meeting, the closer it should be to the workplace. This presupposes, of course, that adequate facilities are available.)
2. physical facilities. (Minimum requirements are the right size room [not too large and especially not too small], the right temperature, comfortable furniture, quiet and free from interruptions and distractions, and free from posts or other obstructions that prevent participants from seeing the leader and the aids.)
The fourth requirement for getting initial enthusiasm is the personal enthusiasm of the leader. This requirement is very important.
Continued Enthusiasm
Once the meeting begins, the leader's challenge is to maintain the enthusiasm. Below are 11 factors that reduce initial enthusiasm that should be avoided during a meeting:
1. The leader is not prepared. It doesn't take the participants long to know whether the leader is prepared and ready to go.
2. The meeting doesn't start on time. This is one of the most frustrating experiences of busy people who recognize the value of time.
3. The leader gets the meeting off to a slow start. This could be a long story that falls flat, an audiovisual aid that doesn't work, or a poor introduction by the leader.
4. The objectives seem unimportant to the participants. The participants will immediately evaluate the objectives in terms of the time and energy they will expend.
5. The objectives are unclear to the participants. Confused participants will quickly lose enthusiasm.
6. The leader reads too much material. Most participants are readily turned off by a leader who reads for more than a few minutes.
7. The meeting gets out of control. Examples: Participants make a comment or ask a question that is off topic, side conversation takes place between two participants, two or more participants argue with each other, one or two participants dominate the meeting, or the leader gets off the subject.
8. The leader dominates the meeting. In most meetings, some participants want to express themselves and their opinions on the topic.
9. The meeting runs too long without a break. Remember that the mind can absorb only as much as the seat can stand.
10. There is no variety or change of pace. Don't let the participants get bored.
11. The leader lacks personal enthusiasm. Set an example for the group—get enthusiastic! Keep it going throughout the entire meeting so that the participants will follow your example.
These 11 factors tend to dampen enthusiasm. Therefore, their opposites will help maintain the participants' enthusiasm throughout the meeting.
How to Maintain Enthusiasm Throughout the Meeting
1. Be prepared. Do all the things described in chapter 4.
2. Start the meeting on time. Do this even if all the participants aren't there. Build a reputation of starting meetings on time, and participants will be there.
3. Have a good introduction. Get the attention of the group.
4. Convince the participants that the meeting is important. Make them realize that their time is being well spent.
5. Communicate the objectives clearly. If the objectives are clear to the leader, there is no excuse for having them unclear to participants.
6. Don't read any more than necessary. Use notes and talk to the participants. Maintain good eye contact.
7. Maintain control. Use the techniques described in chapter 9.
8. Play the appropriate role. Use the approaches and methods described in chapter 5.
9. Take necessary breaks. Take into account the comfort of the chairs and the nature of the subject. Be alert to any uneasiness or restlessness on the part of the participants. A good rule of thumb is to have a break at least every 90 minutes. Obviously, the nature of the subject would be a factor. If the subject content is heavy and technical, a break every hour is probably important.
10. Use variety. Variety in approach and method should accomplish two things: get attention and help accomplish the objectives. Occasionally, a short story or aid may be used just to get attention, even though it has nothing to do with the objective.
11. Maintain your own enthusiasm as the leader. The group will follow your example.
Final Enthusiasm
The conclusion of the meeting should find participants with the same enthusiasm they had when the meeting started. Leaders should aim for participants to take away five conclusions after the meeting:
1. Participants should leave the meeting with the thought, “That was an excellent meeting.” (all meetings)
2. Participants should go back to their jobs with enthusiasm to apply what they learned. (instructional meeting)
3. Participants should go back to their jobs with enthusiasm to implement the solution. (problem-solving meetings)
4. Participants should leave the meeting with enthusiasm to attend the next meeting. (all meetings)
5. Participants should leave the meeting with a strong feeling of contribution. (information-getting, problemsolving, and possibly instructional meetings)
Any or all of these can be accomplished by a leader who conducts a productive meeting. They are also directly related to the conclusion of the meeting, which is described in detail in chapter 9.
The following quote from Henry Ford emphasizes the need for the personal enthusiasm of the leader:
“You can do anything if you have enthusiasm. It is the yeast that makes your hope rise to the stars, it is the sparkle in your eye, it is the swing in your gait, the grip of your hand, the irresistible surge of your will, and your energy to execute your ideas. Enthusiasm is at the bottom of all progress. With it there is accomplishment; without it there are only alibis.”