Page 23 - Leadership Basics 10

Setting the Right Conditions

Who should Attend

When you next run a meeting, take a look at the members. Why are they there? Why is it those people
in particular? What do they bring to the meeting with them in terms of knowledge, experience,
abilities and so forth? Are there people there who have little to offer, but attend because they have
always done so or because of their position in the organisation?
You are probably aware of this happening in several situations: the colleague who has always attended
so it becomes a right; the individual who insists on participating because of status. These are not easy
to deal with, but the composition of the group needs looking at, and where action is possible, you
should do your best to reduce the size of your meetings to include only those who have a real
contribution to make. That may mean the membership changes from time to time, and that can be
healthy if the right people are involved.

In attempting, then, to make your meetings more manageable, the following factors should be
considered:
 Why is each person there?

 Does he/she have control of relevant resources?
 Does he/she know something which is related to the topic under discussion?
 Does he/she have special skills which can be utilised?

 Does he/she know appropriate people? (You should be able to answer 'yes' to one of
these questions.).

 Is the person’s position or status in the school influential in any way? In other words, can their
presence help the business of the meeting because they are important, or, if they were not
there, would the meeting's potential outcomes be hindered?

 Are there considerations such as hidden interests or hurt feelings which should determine the
meeting's membership? We often fail to take action that we know is right for fear of hurting
someone's feelings. The purpose of the meeting should come first. Whilst we have to consider
the effects of our actions on human relationships, successful task completion is also important
and it may be necessary to take an unpopular decision to improve the longer‐term effectiveness
of your meetings.

Summary:
 Consider members' contributions in terms of resource control knowledge, skills and contacts.

 Consider membership also in terms of position, influence and developmental needs.
 Take actions where possible to reduce the number present so that only essential people are
included.

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