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.
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:
- 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.
- Discussion Distractions: I
- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions
that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently
seen in meetings.
- On Facilitation Suggestions from Meeting Participants
- Team leaders often facilitate their own meetings, and although there are problems associated with that
dual role, it's so familiar that it works well enough, most of the time. Less widely understood are
the problems that arise when other meeting participants make facilitation suggestions.
- Toward More Engaging Virtual Meetings: II
- Here's Part II of a set of simple techniques to help virtual meeting facilitators enhance attendee engagement.
- Nine Brainstorming Demotivators: I
- The quality of the output of brainstorming sessions is notoriously variable. One source of variation
is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions
to brainstorm sessions.
Forthcoming issues of Point Lookout
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- Workplace speech and writing sometimes strays into the land of pretentious but overused business phrases, which I like to call high falutin' goofy talk. We use these phrases with perhaps less thought than they deserve, because they can be trite or can evoke indecorous images. Here's Part III of a collection of phrases and images to avoid. Available here and by RSS on July 18.
- And on July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
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As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
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- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
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