Meeting blowhards are people who repeatedly consume more talk time in meetings than the value of their contributions can justify. Being a blowhard is not about getting more than one's "fair share" of talk time. What matters most is whether the time blowhards consume is in line with the value of their contributions.
Most of the techniques that control blowhards so effectively in face-to-face meetings don't work as well in virtual meetings. For example, in a face-to-face meeting, if a blowhard is just starting to hold forth, we might declare a break to interrupt the blowhard, and resume after the break with a change of topic. But in a virtual meeting, if we declare a break, we can lose valuable time and perhaps several participants.
Because blowhard behavior is a performance issue, it's best to deal with the problem through the blowhard's supervisor. But to handle it in the moment, here's a set of suggestions for controlling blowhards in both face-to-face meetings and virtual meetings.
- Manage the queue
- Most large meetings (more than six to eight people) maintain queues of people waiting to speak. Many small meetings don't, because informality usually works. But if blowhards are present, queue management helps in rationing time: "Let's leave it there, we have a couple of people in the queue."
- Limit time per contribution
- Agree in advance to cap the time contributors receive with each speaking opportunity. Three minutes might seem short, but try it. Filling three minutes with real, original value is usually difficult when speaking extemporaneously.
- Limit the number of points per contribution
- Agree in Agree in advance to cap the
time contributors receive with
each speaking opportunityadvance that contributors limit themselves to just a few points, subject to the ruling of the chair. Limits make the conversation easier to follow, but more important, they compel people to focus on what they regard as most important. And they hobble blowhards. Two is a good number.
- Ruthlessly enforce a no-digression rule
- Because consuming large chunks of time while staying on topic is difficult, blowhards wander. Define a no-digression norm, and appoint a Designated Digression Detector with the authority to interrupt the meeting at any time, to enforce it.
- Ban voluntary summaries
- Because summaries consume time without requiring original thought, blowhards love summarizing others' contributions. Ban voluntary summaries. Let that be a duty of the chair, or delegate it to a Designated Summarizer who fills the chair's requests for summaries.
- Ban restating others' contributions
- Restating what others have said, with possible distortions, is another pattern blowhards love. Ban restatements as a waste of time. Require all contributors to make their own points directly.
- Have build-only discussions
- Another favored blowhard pattern is deflecting the conversation into territory more favorable to the blowhard. Declaring a discussion to be "build-only" prevents this. All contributions to build-only discussions have the property that they build on, elaborate, or make inquiries about one or more previous contributions.
- Don't engage
- Engaging the blowhard with objections, interjections, critiques, or almost anything else only serves the blowhard's purposes, because engagement usually requires a response from the blowhard. If private intervention has failed, and supervisor intervention has failed, and the blowhard behavior continues, let the blowhard's contribution plop (See "Plopping," Point Lookout for October 22, 2003). If someone else picks it up, deal with it then.
Are your virtual meetings plagued by inattentiveness, interruptions, absenteeism, and a seemingly endless need to repeat what somebody just said? Do you have trouble finding a time when everyone can meet? Do people seem disengaged and apathetic? Or do you have violent clashes and a plague of virtual bullying? Read Leading Virtual Meetings for Real Results to learn how to make virtual meetings much more productive and less stressful — and a lot shorter. Order Now!
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More articles on Virtual and Global Teams:
- Dispersity Adversity
- Geographically and culturally dispersed project teams are increasingly common, as we become more travel-averse
and more bedazzled by communication technology. But people really do work better together face-to-face.
Here are some tips for managing dispersed teams.
- Virtual Termination with Real Respect
- When we have to terminate someone who works at a remote site, sometimes there's a temptation to avoid
travel — to use email, phone, fax, or something else. They're all bad ideas. Terminating people
in person is not only a gesture of respect. It's good business.
- On Virtual Relationships
- Whether or not you work as part of a virtual team, you probably work with some people you rarely meet
face-to-face. And there are some people you've never met, and probably never will. What does it take
to maintain good working relationships with people you rarely meet?
- Social Entry Strategies: I
- Much more than work happens in the workplace. We also engage in social behaviors, including one sometimes
called social entry. We use social entry strategies to make places for ourselves in social groups at work.
- Polychronic Meetings
- In very dynamic contexts, with multiple issues to address, we probably cannot rely on the usual format
of single-threaded meeting with a list of agenda items to be addressed each in their turn. A more flexible,
issue-driven format might work better.
Forthcoming issues of Point Lookout
- Coming October 16: Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism, performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise objectives. Available here and by RSS on October 16.
- And on October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
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