When Board Members Come To The Meeting Late

Tardiness is such an embarrassing social sickness. It ought not to be tolerated anywhere around the globe, and yet it seems to stay a familiar practice in many countries today. In fact in a smaller scale, the embarrassing practice can still be seen mirrored by some business companies, especially when it comes to calling for business meetings. Now how can this sickness ever be cured? And what can the efforts of leadership development courses do to reverse the disease 180 degrees?

Well, it's the perfect diagnosis that lays fully open the chances for a perfect healing to also be attained. Thus, finding a permanent solution to the problem of board members being late in meetings firstly needs a thorough evaluation. And what is there to evaluate?

Management consulting experts reveal the following aspects to consider for the evaluation of a person's reasons for being tardy at appointments.

1. Interest in the appointment
2. Competence and one's own potential contribution to the meeting
3. Relevance of the meeting to personal goals or preferences
4. Circumstantial and environmental limitations

Now of the four mentioned, leadership development training experts identify the first three as basically controllable since they are simply based on what is felt by the person in question. From the last aspect may then be formed out many a good excuse, but excuses framed up in this manner can be easily spotted as merely made-up and fake.

And so an evaluation through the first three aspects mentioned above will have to go next. The question is then asked, how is a board member interested with the appointment? What does he think to gain from investing his time and efforts in catching up with the very beginnings of a meeting?

Furthermore, he should also be asked how his measure of his own competence and significance in the meeting might affect his overall motivation for a goal to become early next time. And finally, he should clearly see the meeting's absolute value and how it might be relevant to his goals and preferences, at least for the company he belongs to.

With all three thoroughly examined against the corresponding attitude of the company worker, he may then be asked a closing question that hits directly through the core problem. Experts in executive coaching know just what this question is. And it is this: "Do you love the company?"

With that question fully sunk into the mind, the company member will then be found hasting to gauge all his past attitudes through the question. If he finally changes behavior after the evaluation, then may the healing process be said to have been conducted a pretty excellent job.


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The author blogs about management courses and other leadership courses at http://www.docstoc.com/profile/peilsteffan


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