Know Your Cohorts and How to Address Them

How many business meetings have you attended? Have you ever caught yourself identifying patterns in others’ behaviors? It is well known that psychologists have developed traits that culminate into separate personality types. It is under speculation whether this is an “exact” science or just a convenient way to catalogue immediate, observable behaviors. Nevertheless, it is good to know your surroundings.

The following article identifies certain personalities or “characters” found in a business meeting. The benefit in knowing about certain personalities is to know how to respond to them in order to make the most of your interactions. If someone is dominant and overbearing, it will be wise to realize they will more easily persuade others to think like them. If someone is reserved and reticent, it is good to know that they may have more to offer, but they need more prompting to do so.

We will present certain personalities and offer some suggestions in how best to address them in order to optimize the situation. We realize that people are not going to fit into these personalities perfectly, but more often, will exhibit characteristics that are similar to the “personalities.” Depending on your relationship with each personality, you will have to modify your actions; for instance, you would most likely accept the personality of your boss. Any grievances towards the one who signs your checks would not be advantageous to make public!

It would be beneficial to any company to seek aid in handling their communicative affairs.

The Ruler

This personality is very strong and domineering. They talk a great deal and feel that the rest of the people at the meeting are there to hear them do so. They do not offer a lot of time for others to speak. The facilitator should set the tone in how to deal with the “ruler.” The ruler needs to understand others have the right to be heard and to be listened to as well. A business meeting is a place for all to contribute; otherwise, it would be a lecture.

The Sidewinder

The sidewinder may have good intentions, but they tend to take the conversation off-topic. These may be creative people who see connections in places others don’t, which can be admirable, but there is a time and place for everything. The rest of the people in the meeting need to make sure that the agenda stay on-topic and the content stay focused. If the sidewinder gets off-topic, suggest they write up a report or memo on the subject.

The Contradictor

These conversationalists get a kick out of taking the opposing view on just about every topic despite the content. They may have good intentions, but it is exciting for them to go against the grain. Alternative views on similar topics should be encouraged and celebrated, but are not warranted for every topic. It is best to let the contradictor know that their views are respected, but everyone needs to share the same vision (or at least be able to relate to the same vision) in order for the meeting to be a success.

The Undecided

These participants may be able to see all views to the point where they cannot make a definitive decision in any direction. Open-mindedness is a good attribute, but indecisiveness is not in a business meeting. The undecided need prompting in order to be aligned with a particular position; it is not conducive to a productive meeting to not make distinct assertions.

The Cynic

The poster-person for the “just say no” mantra, these coworkers need some positivity in their lives. They will never suggest that something might work. They need encouragement to think of views from multiple angles. You almost need to use reverse psychology on them and let them insinuate that you think your proposed idea won’t work in order for them to be in accord with your thoughts. The best approach is to bluntly ask them what will work, if they suppose none of your suggestions will work.

The Talk Show Host

Not all talk show hosts try and stir up controversy, but these meeting participants do. They enjoy “pressing buttons” and are curious of others’ reactions. Certain topics can become disadvantageous to the benefit of the meeting. Topics such as these should be discouraged in being addressed or be addressed at a time that will be more appropriate. The facilitator needs to let it be known that the purpose of the meeting is based on progress and not regression.

The Follower

Some participants are afraid of not being on the same side of the coin as others (especially those above them on the business chain). They will often express their opinions insincerely because they want their own to be in accord with those who are important. A good way to avoid their subjectivity is to ask them of their views first, so they will not be able to tailor their answers.

The Instigator

These participants can be likened to a bully and can be nasty to deal with. They usually openly attack others or attempt to belittle them. These conversationalists need to realize that people’s views are views and do not physically represent the person sharing them. They may not agree with someone’s angle, but that does not mean they should make the person relaying the statement synonymous with their view. A good facilitator will make this distinction and offer the insight that everyone is there to make a positive impact, not to attack one another.

The Jester

Humor is a good thing, but it has its time and place. Joking around too much can undermine the effectiveness of the meeting and others’ impetus to partake in the meeting. Business meetings are instances of seriousness; too much humor (even if lighthearted) can be a distraction. Taking a break in the middle of the meeting may divert some from becoming too off-topic or jocular. A good facilitator will remind the participants when joking is appropriate and when it should be curtailed.

The Machinist

These cohorts cannot separate themselves from the pagers, cell phones, laptops, etc. These machines distract the user, the other participants, and the flow of the meeting. All distractions should be left out of the meeting. A good facilitator will establish ground rules for the meetings and enforce them during the meetings.

Conclusion

As you can read, there are many different personalities that feed into a business meeting. The main purpose in identifying a “type” is to benevolently deal in conversing with them. As aforementioned, no one will perfectly fit into these categories, and different people may be different types at different times. The main purpose is to keep your business meetings focused on the agenda at hand.