The End-to-End Cost of Meetings: III

So far in our exploration of meeting costs, we've examined setup costs and preparation costs — activities driven mostly by the meeting organizer, the scribe, or others with formal roles supporting or leading the meeting. Let's now look at how meeting participants spend time.

Waiting for people who are late

During the meeting, we sometimes delay the start until everyone, or at least some important folks, arrive. The cost, though, isn't just the time spent sitting around. The cost often appears in the form of lower quality output that results from rushing other parts of the meeting to make up the lost time, or from deferring some agenda items to the next meeting.

Tolerating lateness is an expensive habit. If you often wait for late arrivals, schedule time for it and hold it in reserve until you need it. Making this time visible is a first step toward controlling it.

Preparing reports

In most meetings, some people deliver reports about some things. They must prepare what to say, perhaps making a short handout or presentation. If they have some not-so-good news, they prepare answers to questions. Some even spend time preparing what not to say, or how to spin their reports to seem less bad than they are.

All this takes time. Ask for reports only when they're really needed.

Preparing nasty political attacks and defenses against them

Probably your organization's accounting system doesn't track time invested in nasty political attacks or preparing defenses against them. Time gets spent on these activities anyway. That time must be charged to something else.

The more toxic the conflict among the meeting attendees, the more time and money is spent on this activity, even if the conflict is covert. Letting ongoing toxic conflict fester is expensive. Deal with it.

Preparing presentations

Some people are scheduled to present more formally, with a longer time slot — 20 minutes or more. They prepare slides and handouts, they rehearse, they gather auxiliary material, and so on.

Too often, The more toxic the conflict
among the meeting attendees,
the more time and money is
spent on this activity, even if
the conflict is covertmuch of what's presented is unnecessary. Trim these presentations. Nobody ever changes their minds about anything after the first 20 minutes of a presentation. Ask for the express version.

Reporting on action items

During the meeting, when we assign action items, we record them for tracking purposes. Fine. But in subsequent meetings, we tend to ask for status too early or too often. Some do this to encourage progress.

If you don't expect significant progress on a particular action item, don't ask for a status report. If you want to encourage progress, find a cheaper way — a private conversation, for example.

What can you do to reduce these costs? Take that as an action item. I don't need a report.   First issue in this series   Top    Next Issue

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:

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There is much we can do to reduce the incidence of inattention in virtual meetings. Cooperation is required.

Characterization Risk

To characterize is to offer a description of a person, event, or concept. Characterizations are usually judgmental, and usually serve one side of a debate. And they often make trouble.

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Pre-Decision Discussions: Emotions

Some meeting agendas include exploring issues related to upcoming decisions. Although we believe that these discussions lead to rational decisions, some contributions evoke possibly misleading emotional responses. Here are five examples.

Formulaic Utterances: III

Formulaic utterances are phrases that follow a pre-formed template. They're familiar, and they have standard uses. "For example" is an example. In the workplace, some of them can help establish or maintain dominance and credibility. Some do the opposite.

See also Effective Meetings for more related articles.

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