On her way from her ten o'clock to her eleven, Lisa stopped by Mike's office to use his phone to check her messages. After the sixth message, she hung up — there were too many, and she couldn't do anything about them until 5 PM anyway. She wondered how she could ever get anything done.
Lisa is caught in meeting madness. Every day, her backlog of To-Do's builds, as she sits in one meeting after another. To do any work at all, she has to start before 6 AM, or stay until 8 PM. Neither is possible.
Lisa isn't the source of the problem — many of her meetings are mandatory. Rather, the problem is organizational. Many of us have days packed full of meetings, including the working lunch, the power breakfast — even the working dinner.
If you lead an organization, and people are mired in meeting madness, you can end it. Here are a few tips that can free everyone to finally get some work done.
- Focus the agenda
- Make sure that every invitee has a keen interest in every agenda item. Items that interest only some of the attendees belong in another meeting. Move FYIs to email.
- Start on time
- If you lead an organization,
and people are mired
in meeting madness,
you can end it
- If some people are late, cancel immediately. Waiting around for someone wastes everyone's time, and if you can start without someone, why were they invited in the first place?
- Start at ten past the hour — or later
- For some reason, we're unable to end meetings at ten minutes before the hour, but if we start at ten past, everything somehow gets done. Agreeing to start all meetings at ten past (or later) gives everyone a chance to check messages, make phone calls, or just take a break. Start short meetings even later.
- Have enough conference rooms
- If conference rooms are scarce, people schedule weekly meetings just to hold onto their conference rooms. Make sure that there are so many conference rooms that one or two good ones are always available. You'll make up for remodeling costs by eliminating meetings.
- Eliminate lunch meetings
- People need lunch hours. Most of us are more productive if we've had a decent break. Working through lunch is neither work nor lunch.
- Split long meetings
- If you expect a meeting to run long, split it into two, separated by a long break, to give people a chance to deal with accumulating To-Do's. Tying people up for too long is an expensive hindrance to those who need their attention.
We have so many meetings, in part, because people are hard to find. And they're hard to find, in part, because we have so many meetings. To end this cycle, don't convene a meeting to discuss it. Just end it. Top Next Issue
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
For other tips for making meetings more effective, see "First Aid for Painful Meetings," Point Lookout for October 24, 2001.
Your comments are welcomeWould you like to see your comments posted here? rbrensDaBMTItJCwaKsgNner@ChacCrQTBGMzBwhIqYTXoCanyon.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 Personal, Team, and Organizational Effectiveness:
- Appreciate Differences
- In group problem solving, diversity of opinion and healthy, reasoned debate ensure that our conclusions
take into account all the difficulties we can anticipate. Lock-step thinking — and limited debate
— expose us to the risk of unanticipated risk.
- Critical Thinking and Midnight Pizza
- When we notice patterns or coincidences, we draw conclusions about things we can't or didn't directly
observe. Sometimes the conclusions are right, and sometimes not. When they're not, organizations, careers,
and people can suffer. To be right more often, we must master critical thinking.
- When We Need a Little Help
- Sometimes we get in over our heads — too much work, work we don't understand, or even complex
politics. We can ask for help, but we often forget that we can. Even when we remember, we sometimes
hold back. Why is asking for help, or remembering that we can ask, so difficult? How can we make it easier?
- How to Foresee the Foreseeable: Focus on the Question
- When group decisions go awry, we sometimes feel that the failure could have been foreseen. Often, the
cause of the failure was foreseen, but because the seer was a dissenter within the group, the issue
was set aside. Improving how groups deal with dissent can enhance decision quality.
- Why We Don't Care Anymore
- As a consultant and coach I hear about what people hate about their jobs. Here's some of it. It might
help you appreciate your job.
Forthcoming issues of Point Lookout
- Coming October 12: Downscoping Under Pressure: II
- We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.
- And on October 19: Bullying by Proxy: I
- The form of workplace bullying perhaps most often observed involves a bully and a target. Other forms are less obvious. One of these, bullying by proxy, is especially difficult to control, because it so easily evades most anti-bullying policies. Available here and by RSS on October 19.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrensDaBMTItJCwaKsgNner@ChacCrQTBGMzBwhIqYTXoCanyon.com or (650) 787-6475, 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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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 500-1000 words in your inbox in one hour. License any article from this Web site. More info
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.