Incompetent managers abound. They let problems and toxic conflict fester. They provide little clarity of vision, or what is worse, conflicting visions. They favor some subordinates, abuse others, delegate responsibility to the irresponsible, and add load to the overloaded.
They can usually get by from day to day, managing somehow to surf the waves of chaos their incompetence creates. But one venue is especially challenging for these incompetents: the meeting.
In meetings, the people they manage — and supposedly lead — can sometimes raise issues publicly, which can remind everyone of long-standing problems, inconsistencies, and troubles looming inevitably but not yet arrived. To the meeting Chair who wants to let sleeping dogs lie, meetings threaten to wake the dogs. And we can't have that.
The techniques of the Agenda Despot give these managers methods for keeping the sleeping dogs asleep and the growling dogs at bay. Here's Part I of a short catalog of techniques Agenda Despots use to control meeting agendas.
- Keep the agenda secret
- One very common technique of agenda control, and perhaps the least sophisticated, is secrecy. Secrecy often prevents all attendee topic contributions, because people assume that the agenda is filled and no time remains for any topics that might otherwise be addressed. Secrecy also limits the ability of attendees to prepare for the meeting, which provides the meeting leader further advantages.
- Don't publish allotted times
- In a well-formed agenda, all topics have time allotments. This enables the timekeeper (often the meeting lead) to determine whether the meeting is on schedule. By failing to publish time allotments, the Agenda Despot gains the freedom to permit expansive discussion of early items, which can consume time that might otherwise be available for later items. Since the time allotments are unpublished, most attendees are unaware when the meeting is running late. If the Agenda Despot views some of the later items unfavorably, they can be excluded from the meeting because "we ran out of time." In some cases, the Agenda Despot will have asked someone to prepare a presentation for one of these later items, all the while planning to run out of time. In this way, the Agenda Despot can intentionally The behavior of Agenda Despots
increases the likelihood
of bad decisionsburden the presenter, which limits the presenter's opportunities to attend to other responsibilities.
- Engage in agenda conspiracy
- An agenda conspiracy is a collaboration among a subset of meeting attendees, usually including the meeting lead, with a goal of developing the meeting agenda before anyone else can suggest topics. One common approach involves packing the agenda so full that there is little time left to allocate to topics suggested by anyone other than the conspirators.
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 Effective Meetings:
- Have a Program, Not Just an Agenda
- In the modern organization, it's common to have meetings in which some people have never met —
and some never will. For these meetings, which are often telemeetings, an agenda isn't enough. You need
- Towards More Gracious Disagreement
- We spend a sizable chunk of time correcting each other. Some believe that we win points by being right,
or lose points by being wrong, but nobody seems to know who keeps the official score. Here are some
thoughts to help you kick the habit.
- TINOs: Teams in Name Only
- Perhaps the most significant difference between face-to-face teams and virtual or distributed teams
is their potential to develop from workgroups into true teams — an area in which virtual or distributed
teams are at a decided disadvantage. Often, virtual and distributed teams are teams in name only.
- Blind Agendas
- Effective meetings have agendas. But even if a meeting has an agenda, the hidden agendas of participants
can cause trouble. Another source of trouble, less frequently recognized, is the blind agenda.
- How to Hijack Meetings
- Recognizing the tactics meeting hijackers use is the first step to reducing the incidence of this abuse.
Here are some of those tactics.
Forthcoming issues of Point Lookout
- Coming July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
- And on August 1: Strategies of Verbal Abusers
- Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action. Available here and by RSS on August 1.
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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.