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:
- Management Debt: I
- Management debt, like technical debt, arises when we choose paths — usually the lowest-cost paths
— that lead to recurring costs that are typically higher than alternatives. Why do we take on
management debt? How can we pay it down?
- The Perils of Novel Argument
- When people use novel or sophisticated arguments to influence others, the people they're trying to influence
are sometimes subject to cognitive biases triggered by the nature of the argument. This puts them at
a disadvantage relative to the influencer. How does this happen?
- Why We Don't Care Anymore
- As a consultant and coach I hear about what people hate about their jobs. Here's some of it. It might
help you appreciate your job.
- Much of what we call backstabbing is actually just straightforward attack — nasty, unethical,
even evil, but not backstabbing. What is backstabbing?
- The Discontinuity Effect: What and Why
- Counterproductive competition is more likely in group-group interactions than in one-to-one or one-to-group
interactions. Why does counterproductive competition happen?
See also Workplace Politics, Effective Meetings and Managing Your Boss for more related articles.
Forthcoming issues of Point Lookout
- Coming March 29: Time Slot Recycling: The Risks
- When we can't begin a meeting because some people haven't arrived, we sometimes cancel the meeting and hold a different one, with the people who are in attendance. It might seem like a good way to avoid wasting time, but there are risks. Available here and by RSS on March 29.
- And on April 5: The Fallacy of Division
- Errors of reasoning are pervasive in everyday thought in most organizations. One of the more common errors is called the Fallacy of Division, in which we assume that attributes of a class apply to all members of that class. It leads to ridiculous results. Available here and by RSS on April 5.
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.
- Wikipedia has a nice article with a list of additional resources
- Some public libraries offer collections. Here's an example from Saskatoon.
- Check my own links collection
- LinkedIn's Office Politics discussion group