Getting My Team to Speak More in Meetings
Learn and apply the skills necessary to increase your team members' willingness and ability to contribute, collaborate, and share.

Course Information

Start Date: On-Demand

Format: Online

Cost: $249

According to research, the average employee attends approximately 62 meetings in a month with about four hours of additional time a week (on average) preparing for those meetings, and those studied felt that half of those meetings are a complete waste of time; yet, meetings remain one of the most crucial tools for collaboration, problem-solving and decision making.

Obtaining employee engagement in meetings is a crucial leadership imperative.

For far too many organizational leaders, meetings are spent giving monologues to closed mouths and blank faces. Given that diversity of thought and ideas are critical to the project and organizational performance, it is essential that leaders find ways to allow their teams the opportunity to contribute and engage in meetings.

But how do we increase the contribution of team members who may not be comfortable doing so? What are the factors that keep your team from feeling safe to contribute freely in your meetings and from feeling safe in taking risks?

Within this self-paced, 3-hour workshop, you’ll learn the answers to these questions and build the skills necessary to accelerate your team members’ willingness and ability to speak freely and contribute fully in meetings.

Performance Objectives

By the end of this digital workshop, participants will have the skills necessary to:

  1. Address the mechanism that prevents team members from engaging and contributing in meetings.
  2. Establish and apply meeting conditions designed to promote contribution, collaboration, and information sharing.
  3. Apply techniques for drawing out additional information based on participant contributions.
  4. Strategically use silence to increase team member participation in your meetings.
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Who Should Attend

With flexible time commitments and practical real-world activities, this workshop is designed for managers and leaders at all organizational levels who are currently responsible for leading teams or team meetings. Current managerial professionals will benefit most from this program’s performance-focused design, granting participants a clear line of sight and step-by-step instructions for applying the learnings from this workshop directly into their day-to-day.

Digital Badge and Certificate

Participants who successfully complete this workshop earn a USC Marshall digital credential recognizing their ability to apply the embedded skills in real world environments, and are able to showcase the credential in online resumes and LinkedIn profiles
TIME REQUIREMENTS
3 hours, self-paced.
COURSE DISCLAIMER
Every reasonable effort will be made to ensure this course runs as described on this webpage.
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USC Marshall Executive Education Applied Leadership Workshops are designed to equip working professionals with the essential skills and abilities necessary to lead today’s organizations.

Formatted as self-paced, performance-based modules, these workshops focus exclusively on one specific leadership skill and provide participants with the knowledge and tools necessary to apply that skill within their own organization.

Teaching Methods

Online, Self-paced: Designed for current, working professionals, this program blends USC’s heritage of academic excellence with the flexibility of online asynchronous learning. Workshops include foundational learning content and best practices via video modules, articles, & podcasts, and reinforce new skills and abilities via practice activities and direct applications.

Program Faculty

Ken Perlman

Adjunct Professor of Management and Organization

Ken Perlman is a consultant, facilitator and presenter with 25 years’ experience consulting to executives and teams at Fortune 500 companies. Ken has built his expertise in leadership, change, program management, culture, organization design, communication, innovation, business process improvement and technology adoption. His clients include Levi Strauss & Co., Warner Bros., Kaiser Permanente, NetApp, Coty, Nordstrom, Southern California Edison, and Nestlé. Bringing in his experience implementing large IT systems like SAP, and with process improvement methodologies like Lean Six Sigma, Ken recognizes that leadership is the greatest single differentiator between high-performing organizations and those that that struggle. Ken earned his M.B.A. from USC and his B.A. from Claremont McKenna College, where he served as research assistant at the Kravis Leadership Institute.

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