Yolande Chan, dean of McGill University’s Desautels Faculty of Management, sees meetings as something to orchestrate. You plan beforehand. During the meeting you must listen carefully, sensitive for off-key notes or orchestra members not fully contributing. You must bring everyone into harmony and hopefully end with a crescendo.
The chair sets the tone for a meeting. They must be clear about the purpose and nature of the meeting – is it an open discussion, is it information sharing or is it for decision-making? That manages expectations: If it’s just a conversation, for example, there probably wouldn’t be an agenda even though some people automatically become irritated if there’s no meeting map.
Susan Christoffersen, dean of the Rotman School of Management at the University of Toronto, was a finance professor, concerned with the dynamics of markets and mutual funds rather than the dynamics of meetings. But as she started to take on leadership roles, she realized it was important to make sure she was using people’s time as wisely as possible.
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