Meetings have a bad reputation. People complain, but they have to attend, so mostly, they do. Sometimes late, sometimes inattentively, but they do attend. One explanation for this bad reputation is that we just have too many meetings. We could do well with fewer. And one reason why we don't work harder at eliminating or shortening them might be that we don't fully appreciate how expensive they are.
To help fix that, I offer this brief survey of the true costs of meetings, end-to-end. I'm focusing on the cost components that are less-than-obvious, and possibly difficult to quantify with precision. My hope is that the case for fewer, shorter meetings can be strong enough without actual numeric estimates of costs. Let's start with the pre-meeting activities.
- Inviting people
- Someone has to decide who attends. That might involve discussions with responsible parties. These discussions can get complicated occasionally, involving people who can be very busy. Once the invitation list is set, someone has to post invitations in the calendar system, or send email invitations, or whatever. The inviting activity is usually a low-cost task, but if it's delayed by bottlenecks or negotiations about who's available when and for how long, the delay can make scheduling difficult. That's why invitation setting often has a high priority. And when that priority causes delays of other tasks, the costs can mount. Those delay costs are rarely recognized for what they are — a cost of meetings.
- Setting up the facility
- Whether the meeting is face-to-face or virtual, we need a (possibly virtual) place to hold it. Someone has to reserve it. That might require swapping with other contenders for the space, or it might require scheduling the facility so far in When the need to decide the attendance
list takes priority over other work, delaying
that work, those delay costs are rarely
recognized for what they are —
a cost of meetingsadvance that nobody else will be able to claim it. Sometimes the need to schedule in advance causes us to have regularly scheduled meetings even when the primary need we're satisfying is keeping a claim on the facility, rather than the business we transact. That tactic adds to the burden of too many meetings. It's an example of addressing the right problem with the wrong tool, which is rarely a smart way to go. Find another way to lay claim to the facility.
- Getting to and from the meeting
- People who attend in person in a place other than where they work must transport themselves to and fro. Even if the meeting is virtual, attendees at various sites might have to meet in conference rooms for the videoconference or teleconference. People who must travel to attend have an even greater time cost. And people who attend virtual meetings without leaving their own offices might have to set up their connections, log in, and possibly even install software. All of this adds to costs, and it's significant because it affects every attendee.
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:
- Figuring Out What to Do First
- Whether we belong to a small project team or to an executive team, we have limited resources and seemingly
unlimited problems to deal with. How do we decide which problems are important? How do we decide where
to focus our attention first?
- What Makes a Good Question?
- In group discussion or group problem solving, many of us focus on being the first one to provide the
answer. The right answer can be good; but often, the right question can be better.
- Divisive Debates and Virulent Victories
- When groups decide divisive issues, harmful effects can linger for weeks, months, or forever. Although
those who prevail might be ready to "move on," others might feel so alienated that they experience
even daily routine as fresh insult and disparagement. How a group handles divisive issues can determine
- Discussion Distractions: I
- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions
that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently
seen in meetings.
- Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest
adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely?
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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