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 Since the time allotments are unpublished, most attendees are unaware when the meeting is running late.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:
- Decisions, Decisions: II
- Most of us have participated in group decision-making. The process can be frustrating and painful, but
it can also be thrilling. What processes do groups use to make decisions?
- Agenda Despots: II
- Some meeting chairs crave complete or near-complete control of their meeting agendas. In this Part II
of our exploration of their techniques, we emphasize methods for managing unwanted topic contributions
- Virtual Meetings: Dealing with Inattention
- There is much we can do to reduce the incidence of inattention in virtual meetings. Cooperation is required.
- Start the Meeting with a Check-In
- Check-ins give meeting attendees a chance to express satisfaction or surface concerns about how things
are going. They're a valuable aid to groups that want to stay on course, or get back on course when needed.
- Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not
be mollified. Here's one scenario that fits this pattern.
Forthcoming issues of Point Lookout
- Coming June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
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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.