Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 8, Issue 1;   January 2, 2008: Our Last Meeting Together

Our Last Meeting Together

by

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.

Wandering down the rabbit hole, or two people dueling, or problem-solving an issue that isn't ours to solve, are just three 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

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. Go to top Top  Next issue: Towards More Gracious Disagreement  Next Issue

101 Tips for Effective MeetingsDo 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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Forthcoming issues of Point Lookout

Probably not the kind of waiting we have in mind hereComing July 26: Strategic Waiting
Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight places. Waiting is an often-overlooked strategic option. Available here and by RSS on July 26.
Srinivasa RamanujanAnd on August 2: Linear Thinking Bias
When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.

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Many Creating High Performance Virtual Teamspeople 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 a date for this program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers 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 a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople 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.

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