Our Last Meeting Together

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.

Prepare

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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Coming October 5: Downscoping Under Pressure: I

When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time and money. The tactic can succeed — and fail. Three common anti-patterns involve politics, the sunk cost effect, and cognitive biases that distort estimates. Available here and by RSS on October 5.

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