Wandering down the rabbit hole, or two people dueling, or problem-solving an issue that isn't ours to solve, are just three of the countless methods for converting productive meetings into frustrating time sinks. As meeting attendees, we can take more responsibility — and be more accountable — for meeting effectiveness. Here are some tips and insights for meeting attendees.
- Know what you're supposed to know. Don't fake it. If you aren't prepared, tell the chair in advance, privately, to enable agenda adjustment.
- Arrive on time
- If you know you'll be late, tell the chair. If you don't know in advance, phone or text someone. Don't make the others wait.
- Leave space for your teammates
- Unless you have specialized knowledge, you probably aren't the only one thinking whatever you're thinking. Let others contribute that thought. Offer it yourself only if nobody else does.
- Ask rather than assert
- Some of the most valuable contributions are questions. A good question can keep a group from making a serious mistake.
- Identify rabbit holes and solution-monging
- If you think the group might be lost down a rabbit-hole, or if they might be lost solving a problem they don't even own, say so. They're depending on you.
- Stay on topic
- Don't derail a productive discussion. If you have something that's off topic, save it for later. It might fit in another agenda item, or another meeting.
- Abide by a three-exchange limit
- If you get into a back-and-forth with someone, after you've "returned the ball" three times, stop. Everyone else probably tuned out after the second return.
- Don't repeat yourself or anyone else
- If something's been said once, that's enough. Repetition isn't persuasion.
- Respect the chair
- If something's been said
once, that's enough.
Repetition isn't persuasion.
- The chair (or the chair's designee) owns the process. The chair determines who speaks, in what order, and for how long. The chair determines what goes in the parking lot and what doesn't. If you disagree, invoke a "process check."
- Suggesting the best way probably won't help
- Contributions of the form "I believe this way is best" are almost worthless. Rarely is there one best way.
- Not speaking is extremely helpful
- If you're talking, you're keeping things open. Speak only if you think your contribution will significantly enhance the result or the process.
- Discussing the discussion is expensive
- Adjusting the order of topics might help, but discussing the discussion is an expense, too. The net value added by discussing the discussion is marginal at best.
Most important, approach every meeting as if it were your last meeting together. Pretend that you're leaving the company. Make this next meeting a good one and make sure we all part friends. If you take every meeting one at a time with that point of view, things will probably get better — or as good as you can make them. 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:
- Tactics for Asking for Volunteers: I
- CEOs, board chairs, department heads and team leads of all kinds sometimes seek people to handle specific,
time-limited tasks. Asking the group for volunteers works fine — usually. There are alternatives.
- Remote Facilitation in Synchronous Contexts: III
- Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or
video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part
III of a little catalog of suggestions for remote facilitators.
- Reactance and Decision-Making
- Some decisions are easy. Some are difficult. Some decisions that we think will be easy turn out to be
very, very difficult. What makes decisions difficult?
- Contextual Causes of Conflict: I
- When destructive conflict erupts, we usually hold responsible only the people directly involved. But
the choices of others, and general circumstances, can be the real causes of destructive conflict.
- Meeting Troubles: Culture
- Sometimes meetings are less effective than they might be because of cultural factors that are outside
our awareness. Here are some examples.
Forthcoming issues of Point Lookout
- Coming November 20: Paid-Time-Off Risks
- Associated with the trend to a single pool of paid time off from separate categories for vacation, sick time, and personal days are what might be called paid-time-off risks. If your team must meet customer expectations or a schedule of deliverables, managing paid-time-off risks can be important. Available here and by RSS on November 20.
- And on November 27: Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
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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 a date for this program:
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November
Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute.
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November 21, Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute. Register now.
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