You can find lots of tips for making meetings more effective — many at my own Web site. Most are directed toward the chair, or the facilitator if you have one. Here are some suggestions for everybody.
andering down the rabbit hole, or two people dueling, or problem solving an issue that isn't ours to solve, are just some of the countless methods for converting productive meetings into frustrating time sinks. As meeting attendees, we can take more responsibility — and be more accountable — for meeting effectiveness. Here are some tips and insights for meeting attendees.
The rabbit that went down the rabbit-hole. A colorized illustration from Alice's Adventures in Wonderland, by Lewis Carroll, from the original illustration by John Tenniel. The title of Chapter 1 of the book is "Down the Rabbit-Hole" and the illustration is from the first page. The phrase itself has been used metaphorically in many different contexts, but in describing group behavior in meetings, it refers to the phenomenon of straying from the immediate topic at hand, and entering into a prolonged discussion, often leading nowhere. Online editions of Alice are available at various Web sites, but this illustration is from the edition at www.gasl.org.
Prepare
Know what you're supposed to know. Don't fake it. If you aren't prepared, tell the chair in advance, privately, to enable agenda adjustment.
Arrive on time
If you know you'll be late, tell the chair. If you don't know in advance, phone or text someone. Don't make the others wait.
Leave space for your teammates
Unless you have specialized knowledge, you probably aren't the only one thinking whatever you're thinking. Let others contribute that thought. Offer it yourself only if nobody else does.
Ask rather than assert
Some of the most valuable contributions are questions. A good question can keep a group from making a serious mistake.
Identify rabbit holes and solution-monging
If you think the group might be lost down a rabbit-hole, or if they might be lost solving a problem they don't even own, say so. They're depending on you.
Stay on topic
Don't derail a productive discussion. If you have something that's off topic, save it for later. It might fit in another agenda item, or another meeting.
Abide by a three-exchange limit
If you get into a back-and-forth with someone, after you've "returned the ball" three times, stop. Everyone else probably tuned out after the second return.
Don't repeat yourself or anyone else
If something's been said once, that's enough. Repetition isn't persuasion.
Respect the chair
If something's been said once, that's enough. Repetition isn't persuasion.
The chair (or the chair's designee) owns the process. The chair determines who speaks, in what order, and for how long. The chair determines what goes in the parking lot and what doesn't. If you disagree, invoke a "process check."
Suggesting the best way probably won't help
Contributions of the form "I believe this way is best" are almost worthless. Rarely is there one best way.
Not speaking is extremely helpful
If you're talking, you're keeping things open. Speak only if you think your contribution will significantly enhance the result or the process.
Discussing the discussion is expensive
Adjusting the order of topics might help, but discussing the discussion is an expense, too. The net value added by discussing the discussion is marginal at best.
Most important, approach every meeting as if it were your last meeting together. Pretend that you're leaving the company. Make this next meeting a good one and make sure we all part friends. If you take every meeting one at a time with that point of view, things will probably get better — or as good as you can make them. TopNext 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!
Lifelong learners use a variety of approaches, usually relying heavily on reading. Reading works well for some ideas and techniques, especially for those with limited emotional content. For adding other skills and perceptions, consider a personal coach.
Not long ago, Mastodons roamed North America in large numbers. Cousins to the elephant, they thrived in the cool, sub-glacial climate. But the climate warmed, and human hunters arrived. The Mastodon couldn't adapt, and now it's extinct. Change is now coming to your profession. Can you adapt?
When we're flooded with problems, and the rowboat is taking on water, we tend to bail with buckets, rather than take time out to plug the leaks. Here are some tips for dealing with floods of problems.
How much of the time and energy you spend in meetings goes to finding the best way? or a better way? It's of questionable value unless you first agree on what you mean by "better" or "best."
Many of us spend seemingly endless hours in meetings that seem dull, ineffective or even counterproductive. Here are some insights to keep in mind that might help make meetings more worthwhile — and maybe even fun.
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Managing Virtual Teams for Real Results
Managing global or dispersed teams is challenging — miscommunications, misunderstandings, and interpersonal conflict all thrive in the typical environment of the distributed team. And they're even more common in global teams, because of time-zone offsets and language and cultural differences. We'll inventory the challenges distributed and global teams face, and provide tools for anticipating and addressing them. The focus of this program is practical — attendees will learn concrete techniques for preventing and dealing with the problems that accompany global and distributed teams. Read more about this program. Here are some upcoming dates for this program:
Organizational Politics for People Who Hate Politics
Have you ever felt powerless to implement an important new idea? Have you ever been "blind-sided" at a meeting? Have you ever lost two good employees because you could find no way to keep them from attacking each other? These are some of the issues of organizational politics. Many of us have become enmeshed in them from time to time, but we've also known some people who seem to be able to engage and prosper. How is that done? We'll inventory the challenges of organizational politics, and provide tools for anticipating and addressing them. The focus of this program is practical — attendees learn concrete techniques for dealing with the problems that arise in workplace politics, while keeping their integrity intact. Read more about this program. Here are some upcoming dates for this program:
The Politics of Meetings for People Who Hate Politics
There's a lot more to running an effective meeting than having the right room, the right equipment, and the right people. With meetings, the whole really is more than the sum of its parts. How the parts interact with each other and with external elements is as important as the parts themselves. And those interactions are the essence of politics for meetings. This program explores techniques for leading meetings that are based on understanding political interactions, and using that knowledge effectively to meet organizational goals. Read more about this program. Here's an upcoming date for this program:
Person-to-Person Communication for Project Managers
When we talk, listen, send or read emails, read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person. And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling hurt, and being confused. There are so many ways for things to go wrong that we could never learn how to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes their occurrence. In this very interactive program you'll learn a model of inter-personal communications that can help you stay out of the ditch. In those moments of intense involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive. Read more about this program. Here are some upcoming dates for this program:
Ever wonder if there isn't a better way to travel? Travel is essential, but the hassles of travel aren't. Read 202 Tips for Business Travel to learn how to convert business travel from a time-wasting hassle to a breeze. Revised and updated for 2008 with 101 new tips! Check it out!
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
Are you doing work you love? Are you less in love with the job? Bad boss, long commute, troubling ethical questions, hateful colleague? Read Go For It! Sometimes It's Easier If You Run to learn what we can do when we love the work but not the job. It helps you get moving again!
The key to managing virtual or global teams is creating a sense of team despite the obstacles of separation. Read my tips booklet, 303 Tips for Virtual and Global Teams, to learn how to make your virtual global team sing. Newly revised and updated for 2008 with 101 new tips! Check it out!
Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to plan and execute your change efforts to inspire real, passionate support. Check it out!
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
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 more productive — and more rare. Check it out!
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
andering down the rabbit hole, or two people dueling, or problem solving an issue that isn't ours to solve, are just some of the countless methods for converting productive meetings into frustrating time sinks. As meeting attendees, we can take more responsibility — and be more accountable — for meeting effectiveness. Here are some tips and insights for meeting attendees.
Top 
Next IssueDo 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!
Coaching and Haircuts
Learn from the Mastodon
Should I Keep Bailing or Start Plugging the Leaks?
Holey Grails
How to Make Meetings Worth Attending
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Ever wonder if there isn't a better way to travel? Travel is essential, but the hassles of travel aren't. Read 202 Tips for Business Travel to learn how to convert business travel from a time-wasting hassle to a breeze. Revised and updated for 2008 with 101 new tips! Check it out!
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
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Are you doing work you love? Are you less in love with the job? Bad boss, long commute, troubling ethical questions, hateful colleague? Read Go For It! Sometimes It's Easier If You Run to learn what we can do when we love the work but not the job. It helps you get moving again!
The key to managing virtual or global teams is creating a sense of team despite the obstacles of separation. Read my tips booklet, 303 Tips for Virtual and Global Teams, to learn how to make your virtual global team sing. Newly revised and updated for 2008 with 101 new tips! Check it out!
Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to plan and execute your change efforts to inspire real, passionate support. Check it out!
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
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 more productive — and more rare. Check it out!
