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.

A sandwich. Courtesy California 5-a-Day Campaign.
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
nor lunch - 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 nondrip 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
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
Snapshots of Squirming Subjects
- Today we use data as a management tool. We store, recall, and process data about our operations to help
us manage resources and processes. But this kind of management data is often scattered, out of date,
or just plain incorrect, and taking a snapshot doesn't work. There is a better way.
Contextual Causes of Conflict: I
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the choices of others, and general circumstances, can be the real causes of destructive conflict.
Contextual Causes of Conflict: II
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the people directly participating in the conflict. Here's Part II of an exploration of causes that lie
elsewhere.
The Utility Pole Antipattern: II
- Complex organizational processes can delay action. They can set people against one other and prevent
organizations from achieving their objectives. In this Part II of our examination of these complexities,
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Collaborations or Cooperations?
- Modern products and services are so complex that many people cooperate and collaborate to produce them.
Strangely, few of us have given much thought to the difference between cooperating and collaborating.
The two do differ, and the differences matter.
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
Coming May 7: Subject Matter Bullying
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And on May 14: Working with the Overconfident
- A cognitive bias known as the Overconfidence Effect causes us to overestimate the reliability of our judgments. Decisions we make based on those judgments are therefore suspect. But there are steps we can take to make our confidence levels more realistic, and thus make our decisions more reliable. Available here and by RSS on May 14.
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