Jeff couldn't believe what he wasn't hearing. "One more time," he said, "does anyone know how Michelle's doing on the variance report?" She'd circulated a draft yesterday, but Jeff hadn't looked at it yet. The silence puzzled him — surely someone had read the report by now.
Aha, he thought. Maybe Michelle was reporting bad news, and nobody wanted to speak up, because Nan, Jeff's boss, was sitting in on the meeting. "OK, let's move on. Maybe Michelle will show up later," he said, knowing that she probably wouldn't.
Most meetings have an owner who chairs the meeting, devises the agenda, invites attendees and so on. When the owner's boss "sits in," everything changes, especially if visits are rare. The meeting can become awkward, tense, and ineffective. Permanent harm can result.
Rarely is visiting a
a good idea.
The risk of
disruption is high.Rarely is visiting a subordinate's meeting a good idea. The risk of disruption is high, due to a form of the Hawthorne effect. And if attendees misinterpret the meaning of the visit, it can even disrupt relationships among them.
Here are just some of the risks when power attends the meeting:
- The chair freezes
- In fear of being overruled or corrected, the chair can become tentative, avoiding issues that would normally be pursued or resolved. This is what happened to Jeff.
- Everyone else freezes
- If the visitor rarely attends, attendees might assume the worst — that the chair is in some kind of trouble. Unsure about their own status, they restrict their comments to safe topics. Truth goes underground.
- The visitor hijacks the meeting
- Almost anything the visitor says can give everyone pause, but some visitors actually try to manipulate decisions, or worse, they seize control of the meeting.
- The visitor takes notes
- Since no one in the room can make out what the visitor is writing down, people tend to imagine the worst.
- The visitor leaves the meeting early
- In the absence of real evidence, when the visitor leaves early, many wonder whether someone said something that caused anger or disgust.
- Ambition takes over
- Some ambitious attendees might try to impress the visitor, possibly at the expense of the chair or of other attendees.
- Trouble for all to see
- Attendees imagine, or believe they see, evidence of tension between the visitor and the chair, which afterwards complicates their own relationships with the chair.
Unless your purpose is to shower the chair with honor, find a different approach to accomplish your goal. If it's information you seek, ask for a briefing. If the meeting owner's performance is at issue, have a consultant observe the meeting and work with the meeting owner on any issues that surface.
If you doubt these risks, do this imaginary experiment. Imagine your boss sitting in on one of your meetings — a juicy one, perhaps, where you're investigating a troubled project. How do you think it would go? Top Next Issue
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More articles on Workplace Politics:
- Animosity Patterns
- Animosity between two people at work is often attributed to "personality clashes." While sometimes
people can't get along, animosity can also be a tool for accomplishing strictly political ends. Here's
a short catalog of some of its uses.
- Unethical Coordination
- When an internal department or an external vendor is charged with managing information about a large
project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior.
What's the nature of that conflict, and what ethical breaches can occur?
- Congruent Decision Making: I
- Decision makers who rely on incomplete or biased information are more likely to make faulty decisions.
Congruent decision making can limit the incidence of bad decisions.
- Intentionally Misreporting Status: I
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good
news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity?
- Time to Go to Plan B
- We had a plan, and it was a good one. Plan A actually seemed to work for a while, but then troubles
began. And now things look very bleak. We have a Plan B, but people don't want to go to it. Why not?
Forthcoming issues of Point Lookout
- Coming November 30: Avoiding Speed Bumps: II
- Many of the difficulties we encounter when working together don't create long-term harm, but they do cause delays, confusion, and frustration. Here's Part II of a little catalog of tactics for avoiding speed bumps. Available here and by RSS on November 30.
- And on December 7: Reaching Agreements in Technological Contexts
- Reaching consensus in technological contexts presents special challenges. Problems can arise from interactions between the technological elements of the issue at hand, and the social dynamics of the group addressing that issue. Here are three examples. Available here and by RSS on December 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.