If there's anything people hate even more than meetings, it might be articles about why people hate meetings. Still reading, even after that sentence? Well, you'll be relieved to know that hating meetings is usually justified, at least to a degree. One way to get control of the problem is to make clear how often we do things that make our meetings dysfunctional.
A Pain Scale for Meetings can help. If we can rate the degree of frustration we experience on a meeting-by-meeting basis, we can recognize trends and gradually make corrections. Below is a list of "pain points" commonly found in meetings — things we do, or don't do, or do badly, that make our meetings painful.
Here's a way to use the list. For each meeting, score 1-5 points for each incident on the list that occurs during your meeting, assigning more points for more severe or more frequent incidents. For regular meetings — weekly or daily — track the score over time and try to drive it zero, meeting by meeting, in any way Most meetings could be shorter,
less frequent, and more
productive than they areyou can. If you aren't in a position to affect the frequency, duration, or intensity of some of these incidents, tracking them might still be useful. You might have the necessary influence in another meeting you lead, now or someday.
So here's a list of pain points.
- The agenda was unrealistically long. They can't be serious.
- Because attendees had no opportunity to contribute to the agenda, important items were omitted, and we spent time on trivia instead.
- Attendees had no chance to prepare because the agenda wasn't distributed in advance.
- Attendees had no chance to prepare because there was no agenda.
- The agenda was available only in hardcopy, and only at the meeting. Seriously?
- The agenda had so many diverse topics that the invitation list was bloated. Most of us had to sit through a third of the meeting that we knew nothing about and cared about even less.
- The meeting chair didn't invite the right people.
- The right people were invited but they had to leave before we got to the part of the agenda we needed them for.
- The right people were invited but they couldn't attend due to conflicts with another meeting.
- The right people were invited but didn't attend for some unknown reason.
- Too many people attended. There was very little time to offer our opinions or to add information to the conversation.
- Some people kept harping on the same old issues even though they knew we couldn't do anything about those issues until next month.
- The meeting descended into a blamefest.
- We took too many trips down too many of the same old rabbit holes.
- We couldn't start on time because the meeting before us ran overtime.
- Yet again we covered the same already-covered ground.
- We couldn't resolve an important open issue because we didn't have the information we needed. Again.
- Some people were attending in the room, and some were dialed in by telephone, but the people dialed in couldn't hear clearly enough what the people in the room were saying, so we had to keep repeating things.
- The people who dialed in couldn't see the slides or the flip charts, and someone had to recite descriptions to them.
- We met in person when a phone meeting would have done just as well. Might even have been better.
- One of the people dialed in had a dog that felt compelled to participate. Probably the dog was objecting to the descriptions of the slides.
- Another dialed-in attendee had a crying baby who also seemed not to like the descriptions of the slides.
- Another dialed-in attendee was on a mobile phone connection that kept dropping, so when she reconnected we had to keep describing what happened while the connection was broken.
- The ventilation system was so noisy that even the people who were attending in the room couldn't hear everyone.
- It was a lunch meeting, but I arrived two minutes late and there wasn't enough food.
- It was a lunch meeting, and even though I ordered vegetarian, someone must have taken a vegetarian lunch who didn't order one, because there wasn't one for me.
- The meeting chair, acting as facilitator, didn't (and probably still doesn't) know how to facilitate. People just started talking without being recognized and the chair did nothing about it.
- Some people took too much time to say unimportant things, while other people got no time to say important things.
- Colin just likes hearing himself talk. Nobody else does.
- Some people didn't pay attention at the meeting, and later claimed that they weren't told about changes in the plan.
- Too many people were "stepping out" to take calls or whatever it was they did.
- The handouts didn't arrive until halfway through the meeting, so even though we juggled the agenda to delay the item that needed the handouts, we still lost time and suffered through confusion.
- The room was so cold I had to go back to my office for my coat.
- It was a standup meeting, probably intended to keep it short, but the meeting was still too long, and worse, we were standing the whole time. Except the people who were dialed in. They probably sat. Tomorrow I'll dial in.
- The meeting chair's boss dropped in unexpectedly, causing everyone to become guarded, except Alfred, one of the chair's rivals for promotion, who started bringing up embarrassing but irrelevant issues.
- The two people at the far end of the table kept whispering to each other about who knows what.
- Colin arrived ten minutes late, as usual, and asked for a recap, wasting everyone's time.
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? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Games for Meetings: I
- We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized
games. Here's Part I of a little catalog of some of our favorites, and what we can do about them.
- The Solving Lamp Is Lit
- We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving
before everyone is even aware of the problem. Here's how to prevent premature solution.
- Divisive Debates and Virulent Victories
- When groups decide divisive issues, harmful effects can linger for weeks, months, or forever. Although
those who prevail might be ready to "move on," others might feel so alienated that they experience
even daily routine as fresh insult and disparagement. How a group handles divisive issues can determine
- The Perils of Piecemeal Analysis: Group Dynamics
- When a team relies on group discussion alone to evaluate proposals for the latest show-stopping near-disaster,
it exposes itself to the risk that perfectly sound proposals might be inappropriately rejected. The
source of some of this risk is the nature of group discussion.
- Guidelines for Curmudgeon Teams
- The curmudgeon team is a subgroup of a larger team. Their job is to strengthen the team's conclusions
and results by raising thorny issues that cause the team to reconsider the path it's about to take.
In this way they help the team avoid dead ends and disasters.
Forthcoming issues of Point Lookout
- Coming January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
- And on February 5: Unrecognized Bullying: I
- Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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.