We all recognize the wastefulness of summarizing the first ten or fifteen minutes of a meeting for someone who arrives late, but we might not fully appreciate the scale of the waste. So let's start there. For a meeting of N people whose average fully loaded salary per year is S, taking M minutes to recap the part of the meeting the late arrival missed will cost N*S*M/(260 days/year * 8 hours/day * 60 minutes/hour) = 0.0000080128*N*S*M. The numbers in that formula come from the assumptions that there are 260 work days in a work year, and 8 hours (nominally) in a work day. So, for example, if S is, say, $180K, and M is 2 minutes, and there are ten people in the meeting, then the cost of a two-minute recap for the late arrival is $28.85 per incident. If, in a weekly team meeting, there is one recap incident per week, the cost per year is $1,500.00.
Shocking, but that's just the beginning. The full cost of a two-minute recap for late arrivals, considering all cost sources, is difficult to compute precisely, but we can easily show how it can be ten or a thousand times higher.
Let's begin by examining how accommodating late arrivals affects the people who arrive on time.
- Intentional time wasting
- When some People who do arrive on
time can sometimes harbor
resentments of those who
habitually arrive latemeeting leads realize that there are habitual late arrivals, they tend to plan their agendas to avoid anything important in the first few minutes of their meetings. This is an popular tactic when the late arrivals have significant organizational power. The items addressed in these situations are often items that could have been handled in email or by some means other than meetings. What's the cost of this misspent meeting time?
- Frustration and resentment
- People who do arrive on time can sometimes harbor resentments of those who habitually arrive late. The on-timers might not express those resentments directly, particularly if the late arrivals outrank them. In some cases, the on-timers might not even be aware of their feelings of resentment. Nevertheless, resentments, expressed or not, can be obstacles to effective teamwork. What's the cost of disharmony?
- Increase in frequency of late arrivals
- When attendees who would not otherwise arrive late realize that there are some habitual late arrivals, they adopt a time saving strategy of their own: they also arrive late. The calculation is, "Why should I arrive on time when I know there will be a recap after the first ten minutes?" This is an especially tempting strategy for those who harbor resentment of the meeting lead's accommodation of habitual late arrivals. Habitual late arrivals thus tend to generate additional late arrivals among those who would otherwise arrive on time. Then we might need two recaps.
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More articles on Effective Meetings:
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- Team interactions are unimaginably complex. To avoid misunderstandings, offenses, omissions, and mistaken
suppositions, teams need open communications. But no one has a full picture of everything that's happening.
The Temperature Reading is a tool for surfacing hidden and invisible information, puzzles, appreciations,
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- How to Ruin Meetings
- Much has been written about how to conduct meetings effectively. Here are some reliable techniques for
doing something else altogether.
- Meeting Bullies: Advice for Chairs
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When bullying happens in meetings, what can you do?
- Why Sidebars Happen
- Sidebar conversations between meeting participants, conducted while someone else has the floor, are
a distracting form of disorder that can waste time and reduce meeting effectiveness. Why do sidebars happen?
- 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.
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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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- 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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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.