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!
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More articles on Effective Meetings:
- What Haven't I Told You?
- When a project team hits a speed bump, it often learns that it had all the information it needed to
avoid the problem, sometimes months in advance of uncovering it. Here's a technique for discovering
this kind of knowledge more systematically.
- When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel
that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct.
What is going on?
- Decisions, Decisions: I
- 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? How do we choose the right
process for the job?
- Recovering Time: I
- Where do the days go? How can it be that we spend eight, ten, or twelve hours at work each day and get
so little done? To recover time, limit the fragmentation of your day. Here are some tips for structuring
your working day in larger chunks.
- Mastering Q and A
- The question-and-answer exchanges that occur during or after presentations rarely add much to the overall
effort. But how you deal with questions can be a decisive factor in how your audience evaluates you
and your message.
Forthcoming issues of Point Lookout
- Coming October 16: Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism, performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise objectives. Available here and by RSS on October 16.
- And on October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
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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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
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44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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