When we complain that meetings are boring, time-wasting, maddening, or frustrating, it might help to check first about the roles we play ourselves. There are dozens of tactics and ploys, which I've been collecting over the years. Here's the second installment of a little catalog of the more common ones. See "Games for Meetings: I," Point Lookout for February 12, 2003, or "Games for Meetings: III," Point Lookout for March 19, 2003, for more.
- See how good I am at manipulating PowerPoint in arcane, undocumented ways.
- Animations, builds, video, audio, and artwork might have legitimate uses, but sometimes we go way too far. When we abuse PowerPoint's abilities, we not only waste our own time, but we also undercut our own messages. If you find yourself doing this sort of thing, ask yourself why you thought it was a good idea. More at "Think Before You PowerPoint," Point Lookout for January 2, 2002.
- Let's make our networked laptops display the slides so we don't have to look up at the projection screen — or at each other.
- For those blessed with the necessary infrastructure, networking audience laptops to display the speaker's slides can be useful, especially for remote audiences. But when a projection screen suffices, use it. The group will stay more connected.
- You think I'm looking at your slides on my laptop, but I'm actually txting the prsn sttg nx 2 me. [Note]
- One of the risks of the networked laptop presentation is that people might find alternative ways to pass the time. As the presenter, be aware of this risk. As a member of the audience, remember that you can be found out.
- Not Me
- I didn't have anything to do with that horrible disaster.
- The old pass-the-buck ploy. If this happens frequently, it could be a sign that you live in a blame-based environment, and that's an unhealthy place to be. Consider moving on. If you're in a position to effect cultural change, start tracking the incidence of this pattern. It's an indicator of the need for an intervention. See "The Blaming Organizational Coping Pattern" for more.
- Hot Potato
- I don't want to have anything to do with that. Here, you take it.
- When we use this ploy, we might gain temporary advantage, but eventually, we'll get caught holding some other potato. Address the issue directly. Try to find a way to share the unpleasant work or at least, the risk.
- Serial Status Report
- We each report that everything we're responsible for is on track.
- A very wasteful pattern. Instead, compile status from everyone in advance of the meeting, and post or distribute the reports to all concerned. Use meetings to discuss issues, rather than to announce status.
- See No Evil
- Let's all silently agree not to mention the painfully obvious problem(s).
- If the problems are threatening enough, any team will fall into this trap. One way to avoid it: designate someone as "Curmudgeon," with responsibility for asking the embarrassing questions. See "Appreciate Differences," Point Lookout for March 14, 2001.
Which of these do you do? Which can you stop doing? What can you do instead? Keep track of what you see in your meetings, and talk about their costs. More coming in future issues — see "Games for Meetings: III," Point Lookout for March 19, 2003. Send me descriptions of your more delightful discoveries. Top Next 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!
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More articles on Personal, Team, and Organizational Effectiveness:
- There Is No Rumor Mill
- Rumors about organizational intentions or expectations can depress productivity. Even when they're factually
false, rumors can be so powerful that they sometimes produce the results they predict. How can we manage
- Email Antics: III
- Nearly everyone complains that email is a time waster. Yet much of the problem results from our own
actions. Here's Part III of a little catalog of things we do that help waste our time.
- Selling Uphill: Before and After
- Whether you're a CEO appealing to your Board of Directors, your stockholders or regulators, or a project
champion appealing to a senior manager, you have to "sell uphill" from time to time. Persuading
decision-makers who have some kind of power over us is a challenging task. How can we prepare the way
for success now and in the future?
- Be With the Real
- When the stream of unimportant events and concerns reaches a high enough tempo, we can become so transfixed
that we lose awareness of the real and the important. Here are some suggestions for being with the Real.
- Constancy Assumptions
- We necessarily make assumptions about our lives, including our work, because assumptions simplify things.
And usually, our assumptions are valid. But not always.
Forthcoming issues of Point Lookout
- Coming July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
- And on July 10: Barriers to Accepting Truth: I
- In workplace debates, a widely used strategy involves informing the group of facts or truths of which some participants seem to be unaware. Often, this strategy is ineffective for reasons unrelated to the credibility of the person offering the information. Why does this happen? Available here and by RSS on July 10.
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- 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.
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