Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 16, Issue 32;   August 10, 2016: Costs of the Catch-Me-Up Anti-Pattern: Part I

# Costs of the Catch-Me-Up Anti-Pattern: Part I

Your meetings start on time, but some people are habitually late. When they arrive, they ask, "What did I miss? Catch me up." This is an expensive way to do business. How expensive is it?

We all recognize the wastefulness of summarizing the first ten or fifteen minutes of a meeting for someone who arrives late, but we might not fully appreciate the scale of the waste. So let's start there. For a meeting of N people whose average fully loaded salary per year is S, taking M minutes to recap the part of the meeting the late arrival missed will cost N*S*M/(260 days/year * 8 hours/day * 60 minutes/hour) = 0.0000080128*N*S*M. The numbers in that formula come from the assumptions that there are 260 work days in a work year, and 8 hours (nominally) in a work day. So, for example, if S is, say, \$180K, and M is 2 minutes, and there are ten people in the meeting, then the cost of a two-minute recap for the late arrival is \$28.85 per incident. If, in a weekly team meeting, there is one recap incident per week, the cost per year is \$1,500.00.

Shocking, but that's just the beginning. The full cost of a two-minute recap for late arrivals, considering all cost sources, is difficult to compute precisely, but we can easily show how it can be ten or a thousand times higher.

Let's begin by examining how accommodating late arrivals affects the people who arrive on time.

Intentional time wasting
When some People who do arrive on
time can sometimes harbor
resentments of those who
habitually arrive late
meeting leads realize that there are habitual late arrivals, they tend to plan their agendas to avoid anything important in the first few minutes of their meetings. This is an popular tactic when the late arrivals have significant organizational power. The items addressed in these situations are often items that could have been handled in email or by some means other than meetings. What's the cost of this misspent meeting time?
Frustration and resentment
People who do arrive on time can sometimes harbor resentments of those who habitually arrive late. The on-timers might not express those resentments directly, particularly if the late arrivals outrank them. In some cases, the on-timers might not even be aware of their feelings of resentment. Nevertheless, resentments, expressed or not, can be obstacles to effective teamwork. What's the cost of disharmony?
Increase in frequency of late arrivals
When attendees who would not otherwise arrive late realize that there are some habitual late arrivals, they adopt a time saving strategy of their own: they also arrive late. The calculation is, "Why should I arrive on time when I know there will be a recap after the first ten minutes?" This is an especially tempting strategy for those who harbor resentment of the meeting lead's accommodation of habitual late arrivals. Habitual late arrivals thus tend to generate additional late arrivals among those who would otherwise arrive on time. Then we might need two recaps.

We'll turn our attention next time to the effect of late arrivals and their recap requests on the quality of meeting output. Next in this series

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!

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.

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## Related articles

More articles on Effective Meetings:

Geographically and culturally dispersed project teams are increasingly common, as we become more travel-averse and more bedazzled by communication technology. But people really do work better together face-to-face. Here are some tips for managing dispersed teams.
The Perils of Piecemeal Analysis: Content
A team member proposes a solution to the latest show-stopping near-disaster. After extended discussion, the team decides whether or not to pursue the idea. It's a costly approach, because too often it leads us to reject unnecessarily some perfectly sound proposals, and to accept others we shouldn't have.
The Perils of Piecemeal Analysis: Group Dynamics
When a team relies on group discussion alone to evaluate proposals for the latest show-stopping near-disaster, it exposes itself to the risk that perfectly sound proposals might be inappropriately rejected. The source of some of this risk is the nature of group discussion.
Virtual Meetings: Indicators of Inattention
If you've ever led a virtual meeting, you're probably familiar with the feeling that some attendees are doing something else. Here are some indicators of inattention.
Dealing with Meeting Hijackings
When you haven't prevented a meeting hijacking, and you believe a hijacking is underway, what can you do? How can you regain control?

See also Effective Meetings and Virtual and Global Teams for more related articles.

## Forthcoming issues of Point Lookout

Coming March 29: Virtual Blowhards
Controlling meeting blowhards is difficult enough in face-to-face meetings, but virtual meetings present next-level problems, because techniques that work face-to-face are unavailable. Here are eight tactics for controlling virtual blowhards. Available here and by RSS on March 29.
And on April 5: Listening to Ramblers
Ramblers are people who can't get to the point. They ramble, they get lost in detail, and listeners can't follow their logic, if there is any. How can you deal with ramblers while maintaining civility and decorum? Available here and by RSS on April 5.

## Coaching services

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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 an upcoming date for this program:

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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: