Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 5, Issue 9;   March 2, 2005: Working Lunches
"

Working Lunches

by

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.

A sandwich piled high

A sandwich. Courtesy California 5-a-Day Campaign.

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
nor lunch
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? Go to top Top  Next issue: Planning Your Getaway  Next Issue

Rick BrennerThe 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? rbrennEBZfOCQhMOFgabGner@ChacLdloFMEsFjEBftasoCanyon.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.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

View of Mt. St. HelensOwn Your Space
Since we spend so much of our waking lives in our offices, it's surprising how few of us take control of our immediate surroundings. If you do — if you make your space uniquely yours — you'll feel better about the time you spend at work.
Dorothy, Scarecrow, Tin Man, Cowardly Lion, and Toto tooThe Hypothetical Trap
Politicians know that answering hypothetical questions is dangerous, but it's equally dangerous for managers and project managers to answer them in the project context. What's the problem? Why should you be careful of the "What If?"
The Mars Climate Orbiter, which was lost in 1999Ten Reasons Why You Don't Always Get What You Measure: I
One of the "truisms" floating around is that "You get what you measure." Belief in this assertion has led many to a metrics-based style of management, but the results have been uneven at best. Why?
Secretary Tom Ridge, President George W. Bush, and Administrator Michael BrownWhen Stress Strikes
Most of what we know about person-to-person communication applies when levels of stress are low. But when stress is high, as it is in emergencies, we're more likely to make mistakes. Knowing those mistakes in advance can be helpful in avoiding them.
Dwarf mistletoe in JuniperAction Item Avoidance
In some teams, members feel so overloaded that they try to avoid any additional tasks. Here are some of the most popular patterns of action item avoidance.

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

Cargo containers at a port of entryComing May 31: Unresponsive Suppliers: III
When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
A blue peacock of IndiaAnd on June 7: The Knowledge One-Upmanship Game
The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenLlRelHpKbustKSyMner@ChacHsqzHXuFvuqegdVWoCanyon.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

Public seminars

Creating High Performance Virtual Teams
Many Creating High Performance Virtual Teamspeople experience virtual teams as awkward, slow, and sometimes frustrating. Even when most team members hail from the same nation or culture, and even when they all speak the same language, geographic dispersion or the presence of employees from multiple enterprises is often enough to exclude all possibility of high performance. The problem is that we lead, manage, and support virtual teams in ways that are too much like the way we lead, manage, and support co-located teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance. Read more about this program. Here's an upcoming date for this program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers 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. Lessons abound. Read more about this program. Here's an upcoming date for this program:

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
101 Tips for Managing ConflictFed up with tense, explosive meetings? Are you the target of a bully? Learn how to make peace with conflict.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.