When I was getting into project management, one of my mentors told me the importance of reading the room. She told me, to be a good project manager, I should be a thermometer in every meeting and constantly gauge the temperature of the room so I am able to quickly react to fluctuating temperatures. This piece of advice quickly and profoundly changed the way my meetings went. I was soon able to catch and table sticking points to keep most meetings from turning into an endless spin cycle. Over time I was able to see some specific patterns around a lot of meeting traps. This was fine and made me a much more efficient project manager, but it was a very passive tool.
Within those patterns, I started to recognize some prep work that I could do that would arm me to better control the temperature of the room. I would talk to stakeholders and start to get alignment on the topics prior to the meeting. By understanding the different viewpoints that the different stakeholders would be bringing in and starting to identify sticking points I could come prepared with data and analysis to add context to issues and address concerns. The Japanese have term nemawashi (根回し) to describe this practice.
With the prep work and effort required to steer the meeting, it becomes a very active tool, but this extra effort not only makes you more efficient, it also makes you more effective ensuring that your project or product reaches its optimal efficacy. Take the time and effort to control the temperature of the room and be a thermostat instead of a thermometer.
Key Takeaways for Project Managers
- Don’t just measure, influence. Being a thermometer helps you sense the dynamics in the room, but being a thermostat allows you to actively set the tone and direction.
- Prepare outside the meeting. Pre-align with stakeholders, understand viewpoints, and anticipate sticking points so you come armed with data and solutions.
- Recognize patterns. Spot recurring traps in meetings and plan how to defuse them before they derail progress.
- Shift from efficiency to effectiveness. Sensing the room makes meetings smoother, but controlling the temperature ensures real outcomes and alignment.
- Own the role of facilitator. As PM, you’re not just tracking progress, you’re shaping the environment so the team can make decisions and move forward.