by Rick Brenner
To save time, or to find a time everyone has free, we sometimes meet during lunch. It seems like a good idea, but there are some hidden costs.
The next slide appeared, and it was even busier-looking than the last one. Bugs picked up his sandwich. It looked great — thick slice of tomato, piled high…mmm-mmm. Compressing it, he took a big bite. Suddenly a thin slurry of mustard and tomato juices ran down his chin. He leaned over his paper plate, and reached for his paper napkin.
It was one of those nano-napkins you get in restaurant dispensers, and it was overmatched. So he rose and walked to the back of the room for more napkins.
Walking back to his seat, he noticed that the same slide was on the screen, but a heavy debate was underway. He sat down and listened for a moment. Then he broke in. "Excuse me, Ash, what did I miss?"
Ash summarized, and now Bugs was back in step with the discussion — at a cost. He had delayed the meeting, he had broken the flow, and no doubt he had missed something.
Lunch meetings don't work as well as we'd like. Here are some of the hidden costs:
- Food distracts
- Rustling wrappers, chocolate chip cookies, crisp potato chips, sumptuous sushi, your favorite sandwich — they're all wonderful. And they can distract us from the business of the meeting. Most of us just can't do our best work with all these distractions.
- We lose a chance to relax
- A working lunch
is neither work
- When we meet over food, we lose an opportunity for a period of relaxation, and a break away from the cares and stress of the workday. The more stressful and important the meeting, the more likely we are to meet over lunch. The more stressful and important the meeting, the more we need the break instead.
- The buffet is away
- If the meal is served as a buffet, people do step over to pick up something more — another bite, some mustard, or like Bugs, a napkin. When people are at the buffet, they're away. Absences corrupt decisions.
We probably can't stop all lunch meetings. In some companies, lunch meetings are actual policy. But we can do a better job of managing lunch meetings.
- Give people more space
- If you're serving food, everyone needs a seat at the table, and everyone needs more table space. Get a bigger room.
- Split the meeting
- Set aside time to eat. At least 20 minutes. During eating time, don't conduct business. Let people socialize.
- Serve food that's easy to eat
- If some people won't have table space, serve non-drip food that everyone can eat one-handed. Finger food or sandwiches work best.
We interfere with our own breaks in other ways too — not just meetings. For instance, some of you are reading this while you eat lunch. I hope you found it relaxing, but next time, what can you do differently? Top Next Issue
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcome
Would you like to see your comments posted here? rbrenKKhwUwVFxnWziWrAner@ChacGbJnjWUQNLbGntIwoCanyon.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
Point Lookout is a free weekly email newsletter. Browse the archive
of past issues. Subscribe for free.
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 Personal, Team, and Organizational Effectiveness:
- Become a Tugboat Captain
- If your job responsibilities sometimes require that you tell powerful people that they must do something differently, you could find yourself in danger from time to time. You can learn a lot from tugboat captains.
- Games for Meetings: Part III
- 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 III of a little catalog of some of our favorites, and what we could do about them.
- Films Not About Project Teams: Part II
- Here's part two of a list of films and videos about project teams that weren't necessarily meant to be about project teams. Most are available to borrow from the public library, and all are great fun.
- It's a Wonderful Day!
- Most knowledge workers are problem solvers. We work towards goals. We anticipate problems as best we can, and when problems appear, we solve them. But our focus on anticipating problems can become a problem in itself — at work and in Life.
- You Might Be Stressed If...
- A little stress once in a while keeps us sharp, but chronic intense stress shortens lives. Stress can build gradually, out of our awareness. Here are some indicators of chronic intense stress.
See also Personal, Team, and Organizational Effectiveness, Effective Meetings, Critical Thinking at Work and Problem Solving and Creativity for more related articles.
Forthcoming Issues of Point Lookout
- Coming September 2: That Was a Yes-or-No Question: Part II
- When, in the presence of others, someone asks you "a simple yes or no" question, beware. Chances are that you're confronting a trap. Here's Part II of a set of suggestions for dealing with the yes-or-no trap. Available here and by RSS on September 2.
- And on September 9: Holding Back: Part I
- When members of teams or groups hold back their efforts toward achieving group goals, schedule and budget problems can arise, along with frustration and destructive intra-group conflict. What causes this behavior? Available here and by RSS on September 9.
I offer email and telephone coaching at both corporate and individual rates.
Contact Rick for details at rbrenudmYgRZobDMdLbIZner@ChacIxIOdgWtgXUTvUkjoCanyon.com
or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout
are available in six ebooks:
Reprinting this article
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
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's an upcoming date for this program:
- Managing in Fluid Environments
- Most people now work in environments that can best be characterized as fluid, because they're subject to continual change. We never know whats coming next. In such environments, managing — teams, projects, groups, departments, or the enterprise — often entails moving from surprise to surprise while somehow staying almost on track. It's a nerve-wracking existence. This program provides numerous tools that help managers who work in fluid environments. Read more about this program. Here are some upcoming dates for this program:
- Download to
your calendarCharleston, South Carolina: October 15, Monthly Meeting, Charleston Chapter of the Project Management Institute. Register now.
- Download to
your calendarMITRE, in Bedford, MA: November 17, Monthly Meeting, Boston SPIN. Register now.
- Wherever you are: it's a webinar: May 4, 2016, Webinar, IT Metrics and Productivity Institute. Register now.
- The Race to the South Pole: The Organizational Politics of Risk Management
- 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 risk management, its application to organizational efforts, and how workplace politics enters the mix. A fascinating and refreshing look at risk management from the vantage point of history and workplace politics. Read more about this program. Here's an upcoming date for this program:
- Team Development for Leaders
- Teams at work are often teams in name only — they're actually just groups. True teams are able to achieve much higher levels of performance than groups can. In this program, Rick Brenner shows team leads and team sponsors the techniques they need to form their groups into teams, and once they are teams, how to keep them there. Read more about this program. Here's an upcoming date for this program: