embers and quiet members. A quiet person may have an important contribution, but may feel intimated by the spontaneity of the meeting. Try to get past this by making eye contact with them while askingKEEPING MEETINGS PRODUCTIVE: Whether participants approve or disapprove of an idea, they shouldn’t be penalized or given a raise. If you start criticizing people who disapprove, then you’re only making your meetings less productive. Likewise, if you start handing out raises to everyone who agrees with you. This kind of behavior conditions participants to contributing only to win approval, rather than honestly contributing. Participants may focus more on developing ideas that meet approval, rather than generating their own creative ideas. To promote a free and creative sharing of ideas, the chairperson needs to exercise support of authority. Their role is to encourage participants to express their own ideas freely and fully.

TALKERS AND NON-TALKERS: Nearly every meeting has talkative members and quiet members. A quiet person may have an important contribution, but may feel intimated by the spontaneity of the meeting. Try to get past this by making eye contact with them while asking

g your meetings less productive. Likewise, if you start handing out raises to everyone who agrees with you. This kind of behavior conditions participants to contributing only to win approval, rather than honestly contributing. Participants may focus more on developing ideas that meet approval, rather than generating their own creative ideas. To promote a free and creative sharing of ideas, the chairperson needs to exercise support of authority. Their role is to encourage participants to express their own ideas freely and fully.

TALKERS AND NON-TALKERS: Nearly every meeting has talkative members and quiet members. A quiet person may have an important contribution, but may feel intimated by the spontaneity of the meeting. Try to get past this by making eye contact with them while asking

han honestly contributing. Participants may focus more on developing ideas that meet approval, rather than generating their own creative ideas. To promote a free and creative sharing of ideas, the chairperson needs to exercise support of authority. Their role is to encourage participants to express their own ideas freely and fully.

TALKERS AND NON-TALKERS: Nearly every meeting has talkative members and quiet members. A quiet person may have an important contribution, but may feel intimated by the spontaneity of the meeting. Try to get past this by making eye contact with them while asking

rperson needs to exercise support of authority. Their role is to encourage participants to express their own ideas freely and fully.

TALKERS AND NON-TALKERS: Nearly every meeting has talkative members and quiet members. A quiet person may have an important contribution, but may feel intimated by the spontaneity of the meeting. Try to get past this by making eye contact with them while asking

embers and quiet members. A quiet person may have an important contribution, but may feel intimated by the spontaneity of the meeting. Try to get past this by making eye contact with them while asking for a response from the group. Acknowledge a response from another member only if the quiet member gives no response. In effect, this will encourage him/her to answer the question without pinning them down.

KEEPING DOWN THE NOISE: A more difficult problem to rectify is quieting members who try to dominate meetings. Dominating people usually have immediate responses and go into endless detail if given the opportunity, while sometimes getting off the point and sidetracking the meeting. These participants are usually bright and valuable yet they can ruin a meeting if they are not stopped. You want to manage this person without alienating them. First, when you believe you understand the point being made, close the topic by saying “Thank you, I understand.” Second, avoid making eye contact