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 Since the time allotments are unpublished, most attendees are unaware when the meeting is running late.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:
- Trips to Abilene
- When a group decides to take an action that nobody agrees with, but which no one is willing to question,
we say that they're taking a trip to Abilene. Here are some tips for noticing and preventing trips to Abilene.
- The Fallacy of Composition
- Rhetorical fallacies are errors of reasoning that introduce flaws in the logic of arguments. Used either
intentionally or by accident, they often lead us to mistaken conclusions. The Fallacy of Composition
is one of the more subtle fallacies, which makes it especially dangerous.
- Discussion Distractions: II
- Meetings are less productive than they might be, if we could learn to recognize and prevent the most
common distractions. Here is Part II of a small catalog of distractions frequently seen in meetings.
- Virtual Blowhards
- Controlling meeting blowhards is difficult enough in face-to-face meetings, but virtual meetings present
next-level problems, because techniques that work face-to-face are unavailable. Here are eight tactics
for dealing with virtual blowhards.
- 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 October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
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44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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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.