One way to shorten meetings is to compile a list of methods for wasting time, and then not do any of it. Since many of us are experts at not doing things that are on lists, this works very well. So I made a list of ways to waste time in meetings. I'm not talking about your run-of-the-mill time wasters, like discussing to death something nobody can do anything about. No, I'm talking about massive wastage — the kind that can be well executed only by a malicious genius or somebody with a serious mental disorder.
Here's an If everyone is familiar with
how we waste time, people
are less likely to do the
things that waste timeexample. You're working on a document that's a joint effort of two departments. One passage now reads, "It is likely that competitors will respond with both price reductions and capability enhancements." You decide to propose a revision: "It is probable that our competitors will respond with both capability enhancements and price reductions." To the untrained eye, this proposal is non-controversial. But to the inefficiency expert, it's brilliant. What will follow will be a long debate, maybe even extending into another meeting. Glorious!
Here's a little catalog of general time-wasting techniques for meetings. We'll address virtual meetings next time.
- Arrive late and insist that the Chair bring you "up to speed."
- As the Chair summarizes what you missed, pay no attention. You can always ask again later.
- Insist that the meeting begin only after the late arrivals arrive. This works best if you're one of the late arrivals. No point wasting your own time.
- If you're the Chair, send the meeting invitation with no clue as to agenda.
- Deny having received the emailed meeting documents. Ask for them to be re-sent.
- Propose a change to the order of the agenda.
- Only after your agenda change has been debated and rejected, announce that because you're leaving early, the agenda change is necessary.
- Start a heated debate with somebody about something only the two of you know anything about.
- Start a heated debate with somebody about something only you know anything about.
- Start a heated debate with somebody about something not even you know anything about.
- During the meeting, send a high-priority text broadcast to everyone else to find out who didn't mute their devices.
- Change the subject to something so explosive that nobody can resist changing the subject.
- Speak in not-so-hushed tones to your neighbor. If he or she is already talking to somebody, interrupt them.
- If you get a phone call while you have the floor, take it. Step out of the room. If you don't get a phone call while you have the floor, pretend you did.
- Pay no attention to the discussion. If you lose the thread, ask an unrelated question.
- Don't bring your handouts with you to the meeting. Suddenly say, "I can't find my copy," rush out of the room, and make them wait.
- After breaks, return last.
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!
Your comments are welcomeWould you like to see your comments posted here? rbrenJgjftcxcTySYJbyMner@ChacaoOsAVLDVfFMCnOgoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Effective Meetings:
- Take Any Seat: I
- When you attend a meeting, how do you choose your seat? Whether you chair or not, where you sit helps
to determine your effectiveness and your stature during the meeting. Here are some tips for choosing
your seat strategically.
- Questioning Questions
- In meetings and other workplace discussions, questioning is a common form of conversational contribution.
Questions can be expensive, disruptive, and counterproductive. For most exchanges, there is a better way.
- Finding the Third Way
- When a team is divided, and agreement seems out of reach, attempts to resolve the conflict usually focus
on the differences between the contrasting positions. Focusing instead on their similarities can be
a productive technique for reaching agreement.
- When the Chair Is a Bully: I
- Most meetings have Chairs or "leads." Although the expression that the Chair "owns"
the meeting is usually innocent shorthand, some Chairs actually believe that they own the meeting. This
view is almost entirely destructive. What are the consequences of this attitude, and what can we do about it?
- Why People Hijack Meetings
- When as Chair of a meeting, you have difficulty completing a reasonable agenda, you might be the target
of a hijacking. Here's Part I of a series exploring meeting hijacking.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenuLqRSkBfkxZzlbySner@ChacCeOFjRDLvHItMvlaoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Ten Lessons for Project Managers
- 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 are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads 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.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- 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 a date for this
- Baci Grill, 134 Berlin
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.
- The Power Affect: How We Express Our Personal Power
- 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.