
A Rough-Legged Hawk surveys its domain in North Dakota. Hawks often perch for extended periods apparently doing not much. Often, they are actually watching for prey. The perches they select invariably have the best views. Photo by David and Greg Lambeth, courtesy U.S. Fish and Wildlife Service.
When you choose your seat in a meeting room, you're choosing more than a place to park yourself. You're making a choice that can affect your role in the meeting and your ability to influence its outcome. Here's Part II of a collection of tips for choosing your seat strategically. See "Take Any Seat: I," Point Lookout for May 26, 2004, for more.
- Know the room's "sweet spot"
- Most rooms have a sweet spot — the seat with the most secure rear area, and the best view of the doors, windows, whiteboards, projection screen, video screen and the other attendees. As chair, sit in the sweet spot, because it usually provides the most advantageous position for influencing the flow of the meeting. If you aren't chairing, and if you arrive before the chair, it's best to avoid the sweet spot. In some cultures, sitting there is disrespectful, and even where it isn't, you could be asked to move.
- Sit in view of anyone you want to influence
- Eye contact is a tool of influence. If you anticipate exchanges with someone in particular, sit where you can both see each other. If you aren't chairing, sit so that the chair is in your partner's field of view when you are — some of the power of the chair might rub off on you.
- If Power attends the meeting, use care
- Sometimes powerful people, other than the chair, attend the meeting. When you sit close to Power, you can pick up some of it. That might be helpful, depending upon your goals. Be conscious of the choice.
- Sit high
- Sit upright — a high position is a more powerful position. Choose a seat that's relatively high, or adjust your seat so that you sit high. If you do adjust your seat, do it subtly.
- Sitting along the wall is OK — maybe
- Some rooms Eye contact is
a tool of influencehave a central table and seats along the walls. If you don't want or need to be an active participant, it's fine to sit along the wall, but otherwise, find a seat at the table. - Sit for networking
- Sit beside anyone you want to network with. On breaks, and at meeting's end, being close makes it easier to chat. Sitting on the "door side" makes chatting even easier and more natural when the meeting breaks up.
- Plan your exit
- If you think you might leave early, arrive early enough to choose a seat with an easy exit. If you arrive late, the "exit row" seating might already be occupied.
Sometimes other attendees sit in configurations that make it impossible to execute some of these tactics. These devices provide only a slight edge, so when you can't use them, you might just have to be a little more brilliant than you normally are. Or watch and learn. Top
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Do you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
Films Not About Project Teams: I
- Here's part one of a list of films and videos about project teams that weren't necessarily meant to
be about project teams. Most are available to borrow from the public library, and all are great fun.
How to Procrastinate
- You probably know many techniques for procrastinating, and use them regularly, but vociferously deny
doing so. That's what makes this such a delicate subject that I've been delaying writing this article.
Well, those days are over.
Why Don't They Believe Me?
- When we want people to believe us, and they don't, it just might be a result of our own actions or demeanor.
How does this happen?
Avoid Having to Reframe Failure
- Yet again, we missed our goal — we were late, we were over budget, or we lost to the competition.
But how can we get something good out of it?
Down in the Weeds: I
- When someone says, "I think we're down in the weeds," a common meaning is that we're focusing
on inappropriate — and possibly irrelevant — details. How does this happen and what can
we do about it?
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
Coming March 19: On Lying by Omission
- Of the many devious strategies of workplace politics, deception is among the most commonly used. And perhaps the most commonly used tactic of deception is lying. Since getting caught in a lie can be costly, people try to lie without lying. Available here and by RSS on March 19.
And on March 26: Seven Ways to Support Word-of-Mouth About Your Content
- Whether you're making a presentation or writing an article or a book, making your material more memorable is a desirable objective. After the talk, or after the reader sets down your work, what you have to offer will be accessible only if the auditor or reader remembers something about it. Available here and by RSS on March 26.
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