Meetings as Performance [Rino Jose]

When you view meetings as a performance, you're practicing something similar to servant-leadership. Instead of demanding people's attention, you earn it. Instead of holding court, you're on stage. It's still your show, but you want people to enjoy it.

When your meeting is a performance, you'll approach it differently. You'll spend time preparing for it. You'll work to make sure everyone's engaged. You'll discuss things that matter. You'll become more animated. You'll think through what you're going to say. Your meetings will have life and energy. Your meetings will have an arc and a story. Your meetings will have a point.

When you play the role of someone on stage, the attendees play the role of the audience. Certain expectations are established naturally. You are there to inspire, entertain, elucidate; they are there to watch, listen, participate -- no cell phones or e-mail during the performance. When you perform well, no one will be bored, and people (including yourself) will look forward to each meeting.

Looking at meetings this way gives you a chance to hone your presentation skills and to practice public speaking. Weekly meetings, in particular, give you a great venue to experiment with different styles and approaches. Vary what you do each week. See what works best for you. Build up your repertoire.

Another benefit to viewing meetings as a performance: it helps you lead change. When you deliver a solid performance, you connect with your audience at an emotional level. You'll find it easier to deliver tough messages and convince people to try something new. When people decide to change, it's usually based on emotion first and then rationalized afterwards. If you can get people to laugh, you can get them to change.

(originally posted on Management Revolution)

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Rino Jose is the principal co-founder of Lakeway Technologies, a startup that develops web apps for automating engineering and project management. He has developed software and managed software teams professionally for over 15 years. As a manager and management consultant, he has led turnarounds for multiple engineering teams. Rino holds a B.S. from U.C. Berkeley and a Ph.D. from the University of Pennsylvania with cross-disciplinary focus between Engineering, Computer Science, and the Wharton Business School.