Last time, we examined some foundational costs of meetings — invitations, the facility, and transport to and from. Let's now examine preparation activities. They aren't free, and some aren't cheap.
- When we reschedule meetings not yet held, we might poll the attendees, who must then respond to the poll. Some might have to reschedule commitments of their own to attend the newly rescheduled meeting. A cascade of little tasks can form, and since it potentially affects all attendees, its cost can be significant, though we rarely measure it or even estimate it.
- Publishing minutes and podcasts
- At first, one might think that there's a significant cost for reading minutes, because everyone has to do it. But hardly anybody reads minutes. On the other hand, someone does take minutes, writes them up, and posts them. And if there's a podcast, someone has to do that. Because scribing is usually a one-person job, we think of it as low-cost. But we lose access to this person's contributions during the meeting, because it's difficult to take minutes and participate fully. That lost access can have expensive consequences.
- Preparing the agenda
- You can save time on preparing agendas by not having them, but the cost is enormous, because meetings take longer and accomplish less — much of it wrong. So you have to do an agenda, but you can save time by not asking anyone for contributions. Nah, that doesn't work so well either, because meeting participants together compile agendas better than any one person can alone. So you end up having to poll people for contributions, and whenever you need to involve everyone in anything, costs climb. The costs in this case are worth it. They're just not zero. Really not zero.
- Preparing introductions
- Some meetings begin with rounds of introductions. Some skip the introductions, but instead circulate bios of attendees. Both approaches take time. For oral intros, attendees must plan what they'll say. Rescheduling a meeting triggers a
cascade of little tasks, whose
total cost can be significantFor written bios, attendees must write them, and someone has to compile them or provide a place where they can be posted. For recorded intros, attendees must plan, write, and deliver them. Some will even rehearse. It all takes time, and since everyone gets involved, the time taken can be significant.
- Distributing materials
- If materials accompany the meeting, the time to prepare them is usually accounted for. But the time to assemble them into distribution packages and get them delivered might not be. Such efforts usually get allocated to a bulk account that covers many different groups, if they are accounted for at all. The more often you meet, the more of these tasks you have. Find a way to meet less often.
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:
- Think Before You PowerPoint
- Microsoft PowerPoint is a useful tool. Many of us use it daily to create presentations that guide meetings
or focus discussions. Like all tools, it can be abused — it can be a substitute for constructive
dialog, and even for thought. What can we do about PowerPoint abuse?
- How to Make Meetings Worth Attending
- Many of us spend seemingly endless hours in meetings that seem dull, ineffective, or even counterproductive.
Here are some insights to keep in mind that might help make meetings more worthwhile — and maybe
- Remote Facilitation in Synchronous Contexts: II
- Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone
or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II
of a little catalog of those problems, and some suggestions for addressing them.
- Virtual Meetings: Dealing with Inattention
- There is much we can do to reduce the incidence of inattention in virtual meetings. Cooperation is required.
- Virtual Brainstorming: I
- When we need to brainstorm, meeting virtually carries a risk that our results might be problematic.
Here's Part I of some steps to take to reduce the risk.
Forthcoming issues of Point Lookout
- Coming December 18: The Trap of Beautiful Language
- As we assess the validity of others' statements, we risk making a characteristically human error — we confuse the beauty of their language with the reliability of its meaning. We're easily thrown off by alliteration, anaphora, epistrophe, and chiasmus. Available here and by RSS on December 18.
- And on December 25: Disjoint Awareness
- In collaborations, awareness of how our own work might interfere with the work of others is essential. Unless our awareness of others' work — and their awareness of ours — matches reality, the collaboration's objective is at risk. Available here and by RSS on December 25.
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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.