Getting Value from Involuntary Seminars

You have meetings back to back, and tons of work to do, including prep for your presentation tomorrow, so what are you doing sitting in this seminar? Easy answer: you have to be here. Your employer mandated it, or the presenter is your subordinate or colleague or supervisor, or you wanted to network beforehand but not necessarily stay, or you need to be seen in attendance or on the attendance list, or you're the CEO and you required everyone to attend, or on and on.

The value you derive from your attendance will be next to nothing (and possibly negative) if you sit their boiling in your own resentment at having to be there. Here are nine tips to help curb your resentment and get value from the seminar.

Make notes, physical or mental

If you outrank everyone in the room, making notes might not be practical, because people interpret your behavior in unexpected ways. But otherwise, notes can be helpful in consolidating your learning. If you take notes, do so continuously — write more than you think you need. You never know how things will fit together in post-seminar contemplation.

Sit near people you want to get to know better

If you're attending non-virtually, sit beside anyone in the room whom you'd like to get to know better. If you can choose from several, remember that the obvious choice might not be best. When it comes to unanticipated benefits, randomness can be your friend.

Know how to deal with information you already know

When the presenter says something you already know, there's elevated risk of resentment about wasting your time. The risk is real, but the feelings might not be justified. For example, even though you understand well the point just made, in how many ways could you have made the same point? Is the presenter's way new to you? If not, does it suggest a new and more engaging way to make the same point? Investigate how the presenter's approach might trigger new ways for you to think about that point or new ways to express it.

Know how to deal with what you disagree with

When the presenter says something with which you disagree, objecting aloud might be acceptable. If it is, engaging with the presenter in a confrontational manner is one choice, but there are others. Without stating your objection, you can ask the presenter how the point applies in a particular case that you constructed to illustrate your objection. You never know — maybe the presenter has an acceptable response.

If objecting Any short seminar — an hour
or less — has at least three
items of value to
anyone attendingaloud isn't acceptable, or isn't practical, ask yourself similar questions, silently of course, and later on if necessary. You never know — maybe you have acceptable responses.

Look for three take-aways

Any short seminar — an hour or less — has at least three items of value to anyone attending. What are the top three ideas worth remembering from this seminar? Even if the presenter's style is abominable, the presenter is probably a thoughtful professional who somehow earned the opportunity to present. Include in this list anything that needs re-writing to make its value more evident, and anything you already learned and are glad you did.

Look for two leave behinds

Any short seminar also has some leave-behinds — things not worth remembering, or not likely to be useful to you anytime before they become obsolete or overtaken by technological change. The nice thing about leave-behinds is that you don't have to remember them. Just make certain that they don't somehow find their way onto your take-away list.

Avoid mentally criticizing the presenter

Even if you abhor the presenter's speaking style, even if you don't like the presenter's PowerPoint technique, mentally criticizing the presenter on either count is an expensive habit. It prevents you from focusing on the presenter's message, which is presumably the most important reason for anyone to attend the presentation. Moreover, mental criticism sets your mind looking for things you find mistaken or worthless, and then, because of the halo effect, you might become predisposed to reject whatever the presenter has to say that might be valuable.

Pay special attention to…

Sometimes the most important ideas from a presentation make themselves known not by the presenter emphasizing them, but by the reactions of attendees. Pay special attention to anything that was unclear to you. Was the presenter's language poorly chosen? How would you have made that same point? Were you confused by some other factor?

Did you react strongly to anything the presenter, or anyone else, said? If you felt anger, what was that about?

Did another attendee ask a question that revealed difficulties of some kind? Is the concept confusing or subtle? Or was the presenter unclear? Did the presenter get confused about something?

Finally, did disagreements erupt among the attendees, or between the presenter and other attendees?

All of these incidents are potential indicators of difficulty in the subject matter. Try to understand what might be contributing to these difficulties. If you can sort that out, you might be able to make a contribution. If you can't, that could suggest how you might find answers later.

Finally, afterwards, as soon as possible, rewrite your notes, or write them for the first time if you didn't take notes. Because the rewrite almost always stimulates recall and learning, do it soon, even if you don't feel that you have time to finish the job. Do as much as you have time for right then, and then come back to it later when you have more time. The bit you did right away will help you do a more complete job later, but only if it's not too much later.  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 welcome

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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Emotions at Work:

Your Wishing Wand

Wishing — for ourselves, for others, or for all — helps us focus on what we really want. When we know what we really want, we're ready to make the little moves that make it happen. Here's a little user's guide for your wishing wand.

Coercion by Presupposition

Coercion, physical or psychological, has no place in the workplace. Yet we see it and experience it frequently. We can end the use of presupposition as a tool of coercion, but only if we take personal responsibility for ending it.

Toxic Conflict in Virtual Teams: Dissociative Anonymity

Toxic conflict in teams disrupts relationships and interferes with (or prevents) accomplishment of the team's goals. It's difficult enough to manage toxic conflict in co-located teams, but in virtual teams, dissociative anonymity causes toxic conflict to be both more easily triggered and more difficult to resolve.

When Somebody Throws a Nutty

To "throw a nutty" — at work, that is — can include anything from extreme verbal over-reaction to violent physical abuse of others. When someone exhibits behavior at the milder end of this spectrum, what responses are appropriate?

Help for Finding Help

When we find ourselves at a loss for finding a good path forward, and we feel overwhelmed by events, support can make things easier. But seeking support is difficult for some. Why is that?

See also Emotions at Work and Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

Coming February 27: Brainstorming and Speedstorming: II

Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.

And on March 6: A Pain Scale for Meetings

Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenEKMCruCQSpSDnbqkner@ChacGmxmzTaMUDOduRlmoCanyon.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, USD 11.95)
• Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
• Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
• Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)

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

Public seminars

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.

• A recording of a program presented 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.