When we complain that meetings are boring, time-wasting, maddening, or frustrating, it might help to check first about the roles we play ourselves. There are dozens of tactics and ploys, which I've been collecting over the years. Here's the second installment of a little catalog of the more common ones. See "Games for Meetings: I," Point Lookout for February 12, 2003, or "Games for Meetings: III," Point Lookout for March 19, 2003, for more.
- See how good I am at manipulating PowerPoint in arcane, undocumented ways.
- Animations, builds, video, audio, and artwork might have legitimate uses, but sometimes we go way too far. When we abuse PowerPoint's abilities, we not only waste our own time, but we also undercut our own messages. If you find yourself doing this sort of thing, ask yourself why you thought it was a good idea. More at "Think Before You PowerPoint," Point Lookout for January 2, 2002.
- Let's make our networked laptops display the slides so we don't have to look up at the projection screen — or at each other.
- For those blessed with the necessary infrastructure, networking audience laptops to display the speaker's slides can be useful, especially for remote audiences. But when a projection screen suffices, use it. The group will stay more connected.
- You think I'm looking at your slides on my laptop, but I'm actually txting the prsn sttg nx 2 me. [*]
- One of the risks of the networked laptop presentation is that people might find alternative ways to pass the time. As the presenter, be aware of this risk. As a member of the audience, remember that you can be found out.
- Not Me
- I didn't have anything to do with that horrible disaster.
- The old pass-the-buck ploy. If this happens frequently, it could be a sign that you live in a blame-based environment, and that's an unhealthy place to be. Consider moving on. If you're in a position to effect cultural change, start tracking the incidence of this pattern. It's an indicator of the need for an intervention. See "The Blaming Organizational Coping Pattern" for more.
- Hot Potato
- I don't want to have anything to do with that. Here, you take it.
- When we use this ploy, we might gain temporary advantage, but eventually, we'll get caught holding some other potato. Address the issue directly. Try to find a way to share the unpleasant work or at least, the risk.
- Serial Status Report
- We each report that everything we're responsible for is on track.
- A very wasteful pattern. Instead, compile status from everyone in advance of the meeting, and post or distribute the reports to all concerned. Use meetings to discuss issues, rather than to announce status.
- See No Evil
- Let's all silently agree not to mention the painfully obvious problem(s).
- If the problems are threatening enough, any team will fall into this trap. One way to avoid it: designate someone as "Curmudgeon," with responsibility for asking the embarrassing questions. See "Appreciate Differences," Point Lookout for March 14, 2001.
Which of these do you do? Which can you stop doing? What can you do instead? Keep track of what you see in your meetings, and talk about their costs. More coming in future issues — see "Games for Meetings: III," Point Lookout for March 19, 2003. Send me descriptions of your more delightful discoveries. Top Next Issue
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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More articles on Personal, Team, and Organizational Effectiveness:
- Getting Around Hawthorne
- The Hawthorne Effect appears when we measure employee attitudes or behavior — when people know
they're being measured, they modify their behavior. How can we measure attitudes with a minimum of distortion
from the Hawthorne Effect?
- Decisions, Decisions: I
- Most of us have participated in group decision-making. The process can be frustrating and painful, but
it can also be thrilling. What processes do groups use to make decisions? How do we choose the right
process for the job?
- How we deal with adversity can make the difference between happiness and something else. And how we
deal with adversity depends on how we see it.
- What Makes a Good Question?
- In group discussion or group problem solving, many of us focus on being the first one to provide the
answer. The right answer can be good; but often, the right question can be better.
- How to Foresee the Foreseeable: Recognize Haste
- When trouble arises after we commit to a course of action, we sometimes feel that the trouble was foreseeable.
One technique for foreseeing the foreseeable depends on recognizing haste in the decision-making process.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmlHJNoHrYufctXdqner@ChacFoqzpNpsCtUqwdMpoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
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- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
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Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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