La clave de cualquier relación que funciona es la confianza. Una vez rota, es difícil recuperarla y no vuelve a ser lo mismo. Si un miembro de mi equipo falta a una reunión, desde la primera vez debo estar informada como líder y ver que haya un backup. Si ocurre una segunda vez hay que entender que subyace detrás. Si sistemáticamente falta a las reuniones con el cliente, no es una persona responsable y hay que tomar decisiones y que otra persona lleve la reunión con el cliente. Si la persona es buena profesionalmente y no es organizada, como no da talla con el cliente, se verá un nuevo rol para que de su mejor versión. Ahora bien, si es un problema de mala actitud, directamente no continuará en el proyecto, previa verificación.

In my opinion: Set clear expectations. Monitor attendance patterns. Provide feedback and support. Implement corrective actions. Promote a positive work culture. Evaluate and improve your strategies.

Having a private meeting using open communication to understand the reason why the person misses meetings, discuss how to assist them based on the reason, go from there to indicate clear expectations and the consequences of not meeting these expectations. In this day and age there are multiple digital tools to help with reminders, tracking of goals etc, so use one of these individually or as a team!

In addition, it’s helpful to set up reminders or tools that assist in time management, like calendar alerts or a shared team calendar. Encourage a proactive approach, where your team member reaches out in advance if they anticipate being unable to attend a meeting. Creating a supportive environment where they feel comfortable communicating challenges can help prevent future issues. Regular check-ins can also help reinforce commitment to responsibilities while offering the opportunity for feedback and continuous improvement.

Why do people miss meetings? Either they are not allowed to contribute or they find the meetings boring or it may be some kind of protest or resistance to assert their independence. It may not be easy to find the reason if their intentions are not acceptable to the work culture where they work. Best is to include only those who can contribute effectively to the meetings.

To address a team member missing client meetings, start by discussing the issue privately to understand the root cause, such as workload or personal challenges. Provide clear feedback on how their absence impacts the team and client trust. Reinforce the importance of attending meetings and set clear expectations moving forward. Review their workload to identify potential conflicts and consider adjusting tasks if needed. Encourage using shared calendars and reminders for better time management. Offer support, such as training or pairing them with a mentor. Monitor their progress and recognize improvements. If the issue persists, involve HR or senior management for further steps.

Either the person is tardy, unaware, irresponsible or overworked or some other reason. Don't jump to conclusions. Have a discussion with the person, the client and other team members to get an insight into the reason for the behavior. Now you know WHY. Have an action plan that includes the person, the team and the client to tackle this fundamental issue.

Addressing a team member who misses client meetings requires a supportive but firm approach: 1️⃣ Have a private conversation: Understand the reasons behind their absences—personal challenges, workload, or communication issues. 2️⃣ Reiterate expectations: Clearly communicate the importance of attending client meetings and their role in maintaining professional relationships. 3️⃣ Provide support: Offer solutions, such as scheduling adjustments or tools to help them stay organized. 4️⃣ Set accountability measures: Establish clear consequences for missed meetings while tracking improvements over time. 5️⃣ Monitor progress: Check in regularly to ensure they’re back on track and committed to team goals.

A client meeting is essentially a sales meeting. Selling is not an easy thing for most people. Some people are naturals. Most are not. Even the greatest expert in their field who knows the product inside out, when faced with having to “sell” it to a stranger tends to get tongue tied, nervous, or flustered. That’s not a sin or a negative reflection on their other abilities: It’s simply a case of either being a salesperson or not. The key is ensuring you have talented salespeople in your workforce & providing them the product knowledge they need to convert a “meeting” with a prospect into a client. It’s at THAT point the “expert” can take over and deal with a “client” rather than a “stranger”. 121 chats don’t work with those that can’t sell.

Begin by understanding the underlying cause, then set clear expectations, offer support, and establish accountability to help them realign with their responsibilities: 1. Provide tools like calendar reminders or shared schedules to help them stay organized. If they’re overwhelmed, help with time management strategies. 2. Implement a system where meeting attendance is tracked and reviewed regularly. 3. If the behavior continues despite these efforts, discuss potential consequences or escalate it as per your company’s policies.