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A Note from Linda ... Was that a groan I just heard….you must be headed for another meeting. Does it seem like your days are spent going from one meeting to another…and they're not really accomplishing much? Are there times when you find yourself meeting about your meeting...ugh? Research indicates that 91 million workers spend time in meetings each week and that 25 million meetings take place daily in Corporate America. Roughly half of that meeting time is wasted. Unfortunately too many meetings are not managed well and result in wasted time, energy and money. To counter these statistics you want to consider two factors before scheduling your next meeting. First, if the purpose for holding the meeting is not crystal clear to you – don't schedule it. Second, if an email and phone call can accomplish the same thing, then send the email, make the call and cancel the meeting. However, if clearly thought out, meetings can be extremely effective. They are a vital component of doing business and serve as a vehicle for sharing information, working out challenges, making decisions and creating strategies. Perhaps the summer gives you the opportunity to slow down the number of meetings you have. Use this time to rethink how you want to manage your meetings moving forward. My best, "Half the time spent in meetings is wasted. The only problem is that we haven't identified which half it is." -- Unidentified Source Managing Your Meetings Meetings, like death and taxes, are an inevitable fact of business life. Many, unfortunately, turn out to be a huge waste of time. Some companies schedule them so automatically that staff members' energy is completely zapped, replaced by apathy and boredom. Meetings are used counterproductively in organizations as a device for diluting authority, diffusing responsibility and delaying decisions. Referring a matter to committee may satisfy those who are cautious and analytical, but it's a source of frustration for action-oriented risk takers. Human beings are a social species, and meetings fulfill a deep need. In every organization and culture, people come together in small groups at regular intervals. Attachment to the organization increases when they participate in teams and meetings. This need for gathering is clearly something more positive than just a legacy from our primitive hunting ancestry. So, what can you do to ensure your meetings are productive and useful—not just socially satisfying? Functions of Meetings 1. A meeting defines the team, group or work unit. Members gain a sense of identity and belonging when they gather. 2. In a meeting, group members share knowledge, add to each other's experiences, and combine strengths to produce better collective ideas and plans. 3. A meeting reconfirms members' commitment to decisions and objectives. Your membership in a group obliges you to accept its decisions, even if you personally disagree. 4. In some organizations, a meeting is often an occasion for team members and the team leader to demonstrate their strengths and talents when working collaboratively. 5. A meeting is also a status arena. Not only can members show their cooperation, but they can also use a meeting to demonstrate their power and influence. A meeting is often the only time when members have a chance to determine their relative standing in the arena. Avoid Meeting Failure Meetings go off track and fail to achieve their desired objectives for many reasons: difficult interpersonal dynamics, office politics, power struggles, stonewalling and competitive drives that override the collective good. Unless you are very clear about what you want to achieve in a meeting, you run the risk of wasting everyone's time. There are four types of objectives for meetings: 1. A meeting can be informative. If it is purely factual, consider other means of disseminating the information. 2. It can be constructive and creative. 3. It can involve defining responsibilities, collaboration and commitments. 4. It can be legislative, establishing frameworks for rules, routines and procedures. Preparing for Meetings A well-prepared agenda helps clarify expectations and highlights purpose and objectives. It has the power to speed up a meeting—unless, of course, it's too brief or vague. Before you call a meeting, delineate whether it's "for information," "for discussion" or "for decision" so everyone understands the goal. The following tips will help you with agenda planning: * The early part of a meeting tends to have more energy and can be the most creative. Put items requiring more mental energy and ideas at the top of the agenda. * Some items will unite committee members, while others may divide them into factions with conflicting opinions. It's often smart to end on an item that will be unifying. * Dwelling too long on trivial items is a common error. Deal with the more urgent long-term issues at the beginning of a meeting. * Limit the meeting's length, and state the stop time on the agenda. Start and end on time. If you schedule your meeting right before lunch or quitting time, people may be more motivated to stick to the agenda. * Whenever possible, circulate background information on key issues beforehand. This helps ensure people are well informed. Keep these papers brief, or people won't read them. * Identify all agenda items before the meeting. If you allow individuals to add "other business," you've essentially issued an invitation to waste time. You can, however, structure time for discussion before the close of the meeting. The Leader's Job Some people believe their role as meeting leader gives them a license to dominate, while others approach the job as "schoolteacher" or "scout master." The former is intent on getting others to do what they determine to be best; the latter is focused on group satisfaction, without appropriate emphasis on action or results. The meeting chair should be more servant than master, with two simultaneous requirements for success: dealing with subjects and dealing with people. Dealing with Subjects Leaders must listen carefully to keep meetings pointed toward the objective. From the start, they must make it clear what the meeting must accomplish before everyone leaves. It's the leader's job to ensure members stick to the topics, have the required information and understand the issues. Be on the lookout for points on which an interim summary will help. Leaders should know when to close a discussion and move on. Perhaps a topic cannot be resolved because more facts are required, other people need to be present, more time is needed or individual members can settle things outside the meeting. But a decision's difficulty, likelihood of being disputed or chances of being unpopular is no reason to postpone making it. Finally, the leader must give a clear, brief summary, reiterating action steps and members' specific commitments. Dealing with People There will always be people who dominate meetings, while others will be passive and silent. Encourage a clash of ideas, but not a clash of personalities. Reframe complaints into challenges or problems to be solved. When discussion veers into whining, suggest a solution and ask others for new ideas. Use humor appropriately. Always keep the discussion moving toward its objectives. Above all, don't allow energy to fizzle. There are plenty of opportunities to wake people up with questions and challenges. Don't waste people's time in meetings that go nowhere, where everybody is in agreement. Stir things up a bit. You can't achieve meeting objectives without engaging members' full participation. |
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Whether you are jump-starting a business, advancing your career, an executive or president, Linda’s coaching expertise will provide you with the essential focus, skills and behaviors needed to perform, advance and lead in today’s business environment. As well, Linda works closely with companies like yours focused on "high potential grooming and leadership performance enhancement" geared toward your top talent and next generation of leaders. Linda delivers bottom-line benefits to individuals and organizations focused on moving to the highest levels of learning, performance and achievement. In addition to coaching, Linda delivers Leadership Workshops to small and large businesses. Linda abides by the strict code of confidentiality and adheres to the highest standard of ethics in accordance with the International Coach Federation. For more information, please contact Linda by email at LYaffe@WorkingMatters.com |
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