When you attend meetings

- Working professionals spend up to 30% of our work time in meetings. And you and I both know that too much of that time is not well spent. In this video, you'll learn ways to increase your visibility and boost effectiveness during the many, many meetings you attend. John has to attend a ton of meetings, and here we see him sitting in his usual corner spot. He's listening but not saying much, trying not to take up too much space. People might leave this meeting and not even remember that John attended. But with some simple changes, he'll get noticed and add value to these meetings. These tips will help you as well. First, arrive early and take a seat in the center. Corners are psychological weak spots according to Preston Ni, a communication professor and executive coach. If you're meeting online, be sure your camera is on. Greet people by name as they enter, whether face to face or virtually. Next, check your seat height. Bring your chair level with others at the table or so that your camera has a good view of your face and upper torso. Consider whether your posture is communicating interest and engagement or boredom. Make some small talk as people arrive, even in the chat function. Getting to know people or building rapport is a good reason to have a meeting instead of an email. Use people's names during the meeting, and they won't forget that you were there. Notice how John shows his attentiveness by taking notes. Be careful when on camera though, when note taking may look like you're just distracted. Smile at speakers. See what a difference these changes make to John's visibility. Along with increased visibility, you can improve the problem solving and decision making at your meetings. The best decisions are those based on all the relevant information known in the room. But according to research by Stasser and Titus, that happens less than 20% of the time, why? Because groups tend to focus on shared information. Individually known but vital information tends to get withheld or overlooked in meetings. Here's what I mean. At John's meeting, he knows three pieces of relevant information for the problem they're working on, A, B, and C. Chris knows A, B, and D. While Lauren knows A, C, and E. The best solution requires knowing A, B, C, D, and E. But in most meetings, information A, which all three people know, will get discussed a lot. B and C will get some airtime because at least two people in the meeting know about that. But D and E, the information that only one person knows, is likely never to be heard. That's the common knowledge bias. Now, here's what you can do. Acknowledge the bias. Remind your other attendees that just because something is commonly known to the group, it doesn't make it the only important information. Probe for the hidden treasure. Try saying, "Sounds like we all came in knowing about A and B. It would be great to hear something that hasn't surfaced yet, somebody surprise us." Pay attention to nonverbal cues. When you notice someone looking pensive, hold space for them. Say something like, "Wait, John, did you have a thought?" Express gratitude and respect for diverse ideas. When someone shares something unique, don't let it get dismissed. Common information seems more valid. It's like, "Well, we all know this fact, so it must be true." Don't let that bias derail your attempt to unearth unique knowledge. Say, "Thanks, John. That's the first time this has come up and I think we should talk about it." You can create an environment where people feel safe to share. Practice three then me to equalize talk time and allow everyone a chance to contribute. Once you've spoken, don't talk again until at least three other people have shared. Use these tips and you'll see your visibility go up and decision making improve. Now those are meetings worth attending.