When you choose your seat in a meeting room, you're choosing more than a place to park yourself. You're making a choice that can affect your role in the meeting and your ability to influence its outcome. Here's Part II of a collection of tips for choosing your seat strategically. See "Take Any Seat: I," Point Lookout for May 26, 2004, for more.
- Know the room's "sweet spot"
- Most rooms have a sweet spot — the seat with the most secure rear area, and the best view of the doors, windows, whiteboards, projection screen, video screen and the other attendees. As chair, sit in the sweet spot, because it usually provides the most advantageous position for influencing the flow of the meeting. If you aren't chairing, and if you arrive before the chair, it's best to avoid the sweet spot. In some cultures, sitting there is disrespectful, and even where it isn't, you could be asked to move.
- Sit in view of anyone you want to influence
- Eye contact is a tool of influence. If you anticipate exchanges with someone in particular, sit where you can both see each other. If you aren't chairing, sit so that the chair is in your partner's field of view when you are — some of the power of the chair might rub off on you.
- If Power attends the meeting, use care
- Sometimes powerful people, other than the chair, attend the meeting. When you sit close to Power, you can pick up some of it. That might be helpful, depending upon your goals. Be conscious of the choice.
- Sit high
- Sit upright — a high position is a more powerful position. Choose a seat that's relatively high, or adjust your seat so that you sit high. If you do adjust your seat, do it subtly.
- Sitting along the wall is OK — maybe
- Some rooms Eye contact is
a tool of influencehave a central table and seats along the walls. If you don't want or need to be an active participant, it's fine to sit along the wall, but otherwise, find a seat at the table.
- Sit for networking
- Sit beside anyone you want to network with. On breaks, and at meeting's end, being close makes it easier to chat. Sitting on the "door side" makes chatting even easier and more natural when the meeting breaks up.
- Plan your exit
- If you think you might leave early, arrive early enough to choose a seat with an easy exit. If you arrive late, the "exit row" seating might already be occupied.
Sometimes other attendees sit in configurations that make it impossible to execute some of these tactics. These devices provide only a slight edge, so when you can't use them, you might just have to be a little more brilliant than you normally are. Or watch and learn. Top Next Issue
Do you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- The Hypothetical Trap
- Politicians know that answering hypothetical questions is dangerous, but it's equally dangerous for
managers and project managers to answer them in the project context. What's the problem? Why should
you be careful of the "What If?"
- Team Thrills
- Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience
is rare. How can we make it happen more often?
- The prevalence of overwork has increased with the depth of the global recession, in part because employers
are demanding more, and in part because many must now work longer hours to make ends a little closer
to meeting. Overwork is dangerous. Here are some suggestions for dealing with it.
- Logically Illogical
- Discussions in meetings and in written media can get long and complex. When a chain of reasoning gets
long enough, we sometimes make fundamental errors of logic, especially when we're under time pressure.
Here are just a few.
- How to Ruin Meetings
- Much has been written about how to conduct meetings effectively. Here are some reliable techniques for
doing something else altogether.
Forthcoming issues of Point Lookout
- Coming January 22: Disjoint Awareness: Bias
- Some cognitive biases can cause people in collaborations to have inaccurate understandings of what each other is doing. Confirmation bias and self-serving bias are two examples of cognitive biases that can contribute to disjoint awareness in some situations. Available here and by RSS on January 22.
- And on January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.