Being late is not part of what I do, but ever so seldom, with life circumstances and too many cars and too few roads, it is bound to happen. Such was the case recently when I left home for a Town Hall Meeting.
The notice in the papers and in the email I got as well as the public announcement all listed the venue as the same. Imagine my horror when I arrive at the venue and walked into a "dog fight" in progress and a "pit bull" from the floor seemed to be in control!
Chairs For Desks
Of course I had to intervene and using parliamentary procedure, I wrestled the meeting back from the "pit bull" and handed it back to the chairman.
Inevitably, you or your organisation will have to propose something new and or controversial in the community. Perhaps a new cement plant or a wind turbine generator but when this is the case, as CEO, you will find yourself chairing a meeting with a hostile audience.
What is a poor chairman supposed to do?
Recognise that being air-lifted through a hole in the roof is not part of the plan and certainly will not look good on your CV. Recognise also, that the audience may not be hostile to you personally but hostile to your proposal or point of view.
Your duty as chairman is to defuse that hostility. And how will you do this? The tips below will help.
Lift the Level of Discussion. Shift the focus of attention from the points of contention towards more fundamental points on which both parties can agree. Remember that the audience might be opposing out of fear or lack of knowledge. Provide them with facts which cannot be disputed, in a calm, non-threatening manner.
Show them a new way of viewing your side by clarifying the argument from their point of view.In other words, meet them where they are and then begin to show them that your side is not as bad as some would want to think. Do this in a helpful, informative manner. Never become argumentative. If you do, the hostility and resentment will return. And remember, you're out-numbered by those in opposition.
Tactfully refute the opposition. Counter the arguments that have led the audience to come to their position, but again, do so in a non-threatening manner. Avoid any statements that can be interpreted as personal attack on your audience or their views.
Do not allow the meeting to degenerate into a mud-slinging competition between you and anyone, two or even three. At such meetings, there is usually a person or group of persons whose sole purpose it seems is to be provocative. NEVER lose your temper. If you can respond briefly to their comments or questions without interrupting the flow of the meeting, then do so, otherwise ask the heckler to let you make your point now and then ask his or her question at the end. If the offenders become unduly disruptive, as a last resort, have them removed from the room.
When answering questions under these circumstances, remember the following:
Listen carefully to the question and repeat it aloud before answering. This will allow you to ascertain that you are answering the correct question and let the audience know what you are responding to. Answer directly. Give simple answers to simple questions. Learn to say "I don't know" when you don't know, but follow quickly with "but I will find out and get back to you. Then find out and get back to the person (having taken their contact information before you left the venue.) When the Questioner is hostile, be friendly. Do not attempt to "put down" the person with sarcasm. (This proved to be the litmus test of my maturity!) Take questions from all sections of the audience and do not allow one person to monopolise the questions.
Now, if you can apply the above tips whenever you have to chair under fire, you will gain a reputation as a professional chair and reduce the instances when you have to go home with you left ear hanging from a dog fight.
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Nov 27, 2011 13:28:14
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