One way to shorten meetings is to compile a list of methods for wasting time, and then not do any of it. Since many of us are experts at not doing things that are on lists, this works very well. So I made a list of ways to waste time in meetings. I'm not talking about your run-of-the-mill time wasters, like discussing to death something nobody can do anything about. No, I'm talking about massive wastage — the kind that can be well executed only by a malicious genius or somebody with a serious mental disorder.
Here's an If everyone is familiar with
how we waste time, people
are less likely to do the
things that waste timeexample. You're working on a document that's a joint effort of two departments. One passage now reads, "It is likely that competitors will respond with both price reductions and capability enhancements." You decide to propose a revision: "It is probable that our competitors will respond with both capability enhancements and price reductions." To the untrained eye, this proposal is non-controversial. But to the inefficiency expert, it's brilliant. What will follow will be a long debate, maybe even extending into another meeting. Glorious!
Here's a little catalog of general time-wasting techniques for meetings. We'll address virtual meetings next time.
- Arrive late and insist that the chair bring you "up to speed."
- As the chair summarizes what you missed, pay no attention. You can always ask again later.
- Insist that the meeting begin only after the late arrivals arrive. This works best if you're one of the late arrivals. No point wasting your own time.
- If you're the chair, send the meeting invitation with no clue as to agenda.
- Deny having received the emailed meeting documents. Ask for them to be re-sent.
- Propose a change to the order of the agenda.
- Only after your agenda change has been debated and rejected, announce that because you're leaving early, the agenda change is necessary.
- Start a heated debate with somebody about something only the two of you know anything about.
- Start a heated debate with somebody about something only you know anything about.
- Start a heated debate with somebody about something not even you know anything about.
- During the meeting, send a high-priority text broadcast to everyone else to find out who didn't mute their devices.
- Change the subject to something so explosive that nobody can resist changing the subject.
- Speak in not-so-hushed tones to your neighbor. If he or she is already talking to somebody, interrupt them.
- If you get a phone call while you have the floor, take it. Step out of the room. If you don't get a phone call while you have the floor, pretend you did.
- Pay no attention to the discussion. If you lose the thread, ask an unrelated question.
- Don't bring your handouts with you to the meeting. Suddenly say, "I can't find my copy," rush out of the room, and make them wait.
- After breaks, return last.
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!
Your comments are welcomeWould you like to see your comments posted here? rbrengTUAmvHBdPtPnXxzner@ChacPRajdYamyjbjfrasoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Effective Meetings:
- How We Avoid Making Decisions
- When an important item remains on our To-Do list for a long time, it's possible that we've found ways
to avoid facing it. Some of the ways we do this are so clever that we may be unaware of them. Here's
a collection of techniques we use to avoid engaging difficult problems.
- When the Chair Is a Bully: I
- Most meetings have chairs or "leads." Although the expression that the chair "owns"
the meeting is usually innocent shorthand, some chairs actually believe that they own the meeting. This
view is almost entirely destructive. What are the consequences of this attitude, and what can we do about it?
- Historical Debates at Work
- One obstacle to high performance in teams is the historical debate — arguing about who said what
and when, or who agreed to what and when. Here are suggestions for ending and preventing historical debates.
- Costs of the Catch-Me-Up Anti-Pattern: I
- Your meetings start on time, but some people are habitually late. When they arrive, they ask, "What
did I miss? Catch me up." This is an expensive way to do business. How expensive is it?
- 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.
Forthcoming issues of Point Lookout
- Coming June 19: I Don't Understand: II
- Unclear, incomplete, or ambiguous statements are problematic, in part, because we need to seek clarification. How can we do that without seeming to be hostile, threatening, or disrespectful? Available here and by RSS on June 19.
- And on 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.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrengTUAmvHBdPtPnXxzner@ChacPRajdYamyjbjfrasoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- 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.