The next slide appeared, and it was even busier-looking than the last one. Bugs picked up his sandwich. It looked great — thick slice of tomato, piled high…mmm-mmm. Compressing it, he took a big bite. Suddenly a thin slurry of mustard and tomato juices ran down his chin. He leaned over his paper plate, and reached for his paper napkin.
It was one of those nano-napkins you get in restaurant dispensers, and it was overmatched. So he rose and walked to the back of the room for more napkins.
Walking back to his seat, he noticed that the same slide was on the screen, but a heavy debate was underway. He sat down and listened for a moment. Then he broke in. "Excuse me, Ash, what did I miss?"
Ash summarized, and now Bugs was back in step with the discussion — at a cost. He had delayed the meeting, he had broken the flow, and no doubt he had missed something.
Lunch meetings don't work as well as we'd like. Here are some of the hidden costs:
- Food distracts
- Rustling wrappers, chocolate chip cookies, crisp potato chips, sumptuous sushi, your favorite sandwich — they're all wonderful. And they can distract us from the business of the meeting. Most of us just can't do our best work with all these distractions.
- We lose a chance to relax
- A working lunch
is neither work
- When we meet over food, we lose an opportunity for a period of relaxation, and a break away from the cares and stress of the workday. The more stressful and important the meeting, the more likely we are to meet over lunch. The more stressful and important the meeting, the more we need the break instead.
- The buffet is away
- If the meal is served as a buffet, people do step over to pick up something more — another bite, some mustard, or like Bugs, a napkin. When people are at the buffet, they're away. Absences corrupt decisions.
We probably can't stop all lunch meetings. In some companies, lunch meetings are actual policy. But we can do a better job of managing lunch meetings.
- Give people more space
- If you're serving food, everyone needs a seat at the table, and everyone needs more table space. Get a bigger room.
- Split the meeting
- Set aside time to eat. At least 20 minutes. During eating time, don't conduct business. Let people socialize.
- Serve food that's easy to eat
- If some people won't have table space, serve non-drip food that everyone can eat one-handed. Finger food or sandwiches work best.
We interfere with our own breaks in other ways too — not just meetings. For instance, some of you are reading this while you eat lunch. I hope you found it relaxing, but next time, what can you do differently? Top Next Issue
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcomeWould you like to see your comments posted here? rbrenWSWcwnwxnEaLpMdZner@ChacNiZYGkjVxGiCQxtEoCanyon.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:
- When You Think They've Made Up Their Minds
- In tough negotiations, when attempts to resolve differences have failed, we sometimes conclude that
"they've made up their minds," but other explanations abound. Keeping an open mind about why
other people seem to have closed theirs can help us find a resolution.
- The Shower Effect: Sudden Insights
- Ever have a brilliant insight, a forehead-slapping moment? You think, "Now I get it!" or "Why
didn't I think of this before?" What causes these moments? How can we make them happen sooner?
- An Emergency Toolkit
- You've just had some bad news at work, and you're angry or really upset. Maybe you feel like the target
of a vicious insult or the victim of a serious injustice. You have work to do, and you want to respond,
but you must first regain your composure. What can you do to calm down and start feeling better?
- Wacky Words of Wisdom: III
- Adages are so elegantly stated that we have difficulty doubting them. Here's Part III of a collection
of often-misapplied adages.
- Managing Hindsight Bias Risk
- Performance appraisal practices and project retrospectives both rely on evaluating performance after
outcomes are known. Unfortunately, a well-known bias — hindsight bias — can limit the effectiveness
of many organizational processes, including both performance appraisal and project retrospectives.
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenqFAhtPabnBXurFsPner@ChackatzwCPzQWyySMrooCanyon.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, 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 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.