Conducting a team meeting

Leading a meeting... so habitual that sometimes we forget what it means. The very first thing? To turn the lights on! Meaning to fight against the boredom which rapidly can assail participants. So, then... how do you stimulate their minds and rouse their spirits?
T.O.M. to orient the meeting
T.O.M., these are the three key points for an opening that sets both the structure and the tone:
T for Theme: In one short sentence, present the subject of the meeting.
O for Objective: Again briefly, express what we are together for. To take a decision? To respond to questions? To define a plan of action...?
M for Method: Announce how the meeting will proceed. For example: "First I will explain in a few words the current situation and then we will work together to find solutions by..."
You invite the whole group to engage themselves, already in the introduction.       
Quickly give others the floor
The objective? To avoid long monologues or detailed expositions but rather to rapidly draw out initial reactions, questions, and possible objections: it is in this way that the group will become invested in the meeting, and contribute material to it. After this period of exchange, each member will be "engaged in the subject" and more attentive to key messages and explanations that you wish to communicate.       
Help the group's ideas to emerge
A team is more invested in a problem if it is participating in the analysis of issues and the search for solutions. It is a matter then of resisting the urge to provide your own ideas, and instead to probe, question, reformulate, and get them to emerge from the group.
You also insure that each member can express his own point of view and add his touch to the canvas.       

Each question has only one correct response, but be careful: among the possible responses there is one that is "almost correct" and might make the choice harder!

1 / 3   Good introduction ?
”The subject of today’s meeting is the new treatment procedure. These are the 3 points I’ll be covering”. What do you think about this meeting introduction?
It is concise and we can easily understand what the object of the meeting is.
True, but the objective is missing (see reply 2)
The objective of the meeting is missing.
Yes, the objective must be stated, this will capture the interest of the participants: “answer our questions” or even “see how it can be adapted to our working methods” etc.
It’s incomplete: the procedure needs to be briefly outlined.
Not at this stage. The procedure will be presented at a specific moment during the meeting.
It announces the plan.
True, but the objective is missing.
2 / 3   A collaborator who hardly participates.
Maxime, who is very reserved, doesn’t participate during meetings. He seems to listen, but neither speaks nor replies to questions other than by yes or no. What do you do?
Nothing in particular. We must respect his being reserved.
True, forcing him to express himself is not the solution, but discussing his participation with him could be helpful.
Make him express himself: “What do you think Maxime?”
There’s a risk he replies laconically; this won’t make him more participative.
You approach him about the subject face to face.”You rarely speak during our meetings”.
Yes, the objective is to find out what is holding Maxime back, and what could help him participate.
You designate him host of the next meeting.
A bit drastic! If he is very reserved he may see this as a test and close up even more.
3 / 3   Going off course
The meeting is getting completely off track, what do you do?
You realign the debates: “We’ll make a list of the different topics at the end of the meeting and look at them next time. I want to get back to today’s theme..."
Yes, you keep the meeting on course without closing the door on the other topics.
You let the participants express themselves, allowing free discussion. The meeting will take a little longer than was intended.
Risky! You accept going outside the framework and the meeting won’t necessarily be more productive.
You remind them;”these topics are not on the agenda; let’s get back to our objective".
Realignment is a good idea, but the form is a bit brutal.
You quickly intervene: “If you digress we won’t have time to treat our main topic”.
To authorise, or not, digression is at your discretion. Best deal with it: “I’d like us to get back to our main topic”.
Your score is
You finished!
To review the questions and responses, please choose from the list below.