Face-to-face meetings are one of the most effective ways to communicate — and yet one of the most effective ways to waste time. Many turnaround managers know the frustration of being “professional meeting goers.” Estimates vary, but many managers report from one-third to one-half of their time is spent in meetings, with as many as two-thirds of those meetings being fruitless but costing tens of billions of dollars in salaries of attendees and the ensuing lost productivity from the poor communications of ineffective meetings. Better meetings really can translate into better communications, better morale and better turnarounds; all it takes is a deliberate improvement to several key elements of meetings:
- Consider the quantity of meetings. How many meetings are really needed? Could the organization be better served by changing a daily meeting to a weekly meeting? Should a weekly meeting be a biweekly meeting instead? If a meeting is only to disseminate information, could a mass email or well-placed bulletin board notices suffice to accomplish the same purpose? Some teams reduce the number of required meetings by strategically grouping people together in an open office floor plan rather than having them isolated in private offices. Good follow-up (by meeting leaders) between meetings on assigned action items can often reduce the number of meetings needed.
- Consider the audience. Who really needs to be there? This is one of those rare times brutal honesty is a must: Too many meeting attendee lists are driven by ego. The larger the meeting, the more important the leader, right? Each attendee must have clear answers to two very important questions: 1. What exactly do I need from this meeting? And 2. What exactly does this meeting need from me? One of the must subtle and innocent ways one can disrespect people is by wasting their time.
- Consider the timing. Meetings held too early may be low-energy and lethargic. Meetings held too late or too close to lunch time may be rushed or have an anxious atmosphere. Consider unconventional start and stop times, e.g., 9:04 a. m. rather than 9 a.m. It catches people’s attention, makes the start time more memorable, and suggests the organizer is conscientious about time and is creative.
- Consider attendees’ personalities. Different people have different needs and thrive under different circumstances. The analytical personality type needs an agenda in advance to feel prepared to participate in the meeting and will need the meeting to follow a logical agenda in order to track along. The expressive personality type needs the meeting to be upbeat and interactive. The amiable personality type needs the meeting to be relatively positive and friendly. The driver personality type needs the meeting to stay on point and not waste time. He or she can readily identify with the anonymous person who said, “A meeting is an event where minutes are kept but hours are lost.”
- Consider the venue. The venue is inseparable from your message and group morale. Clutter, dim lighting, poor equipment, substandard furnishings and insufficient space can all hinder the productivity of the meeting.
- Consider revisiting the ground rules. Is your meeting free of distractions such as side conversations, cell phones, and radios? Are more talkative individuals allowed to dominate the meetings? Are less talkative individuals free to not participate? Are people held accountable for their action items? Do participants feel safe about sharing opinions?
- Consider variety. Variety breeds creativity. Occasionally schedule the meeting at a slightly different time, in a different location and sometimes led by a different person. At times, if only a short meeting is required, consider a stand-up meeting. Get feedback on the meetings: What do people find effective versus in need of change? At the end of your meetings, imagine yourself writing a check for the cost. Do you feel you are getting your money’s worth?
For more information, contact Mike Bischoff at (281) 461-9340, email sales@onpointus.com or visit www.Onpoint-us.com.
