Interpersonal Communication: You are the director for your organization’s financial department. You received the following message from several managers, all members of one of its key committees: As you know, Terry is chair of our department’s restructuring committee. We all like Terry and think he’s a nice guy, but his meetings are insufferable. If you ask Terry a simple question, he responds with a rambling five-minute answer that only eventually addresses the question—and then goes on and on. Time seems irrelevant to him. A meeting with three agenda items takes two hours, and many of Terry’s points could be better addressed in a simple email. A few members of the committee are fine with Terry’s meetings, but the rest of us have other work to do. We don’t dare ask him questions or open items to discussion anymore because we know will be there for the rest of the day. While we don’t want Terry to get in trouble, something needs to be done about his meetings. Don D’Amato Hunter Balick MG 233 Business Communication Skills/Midterm/Gilvey 3 Sherry Kane Jasmine Green Laura Yu Terry, indeed, is a valued member of the department, which is why he was chosen to chair this important committee. His unwavering dedication and track record of getting work done without error are what impress you most. But his long-winded approach may be silencing members of the committee that is seeking input from all its members. Therefore, you’ve decided to share with Terry tips on ways to make meetings more streamlined. In two or three paragraphs, explain to Terry how he can do that.