Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 16, Issue 32;   August 10, 2016: Costs of the Catch-Me-Up Anti-Pattern: I

Costs of the Catch-Me-Up Anti-Pattern: I

by

Your meetings start on time, but some people are habitually late. When they arrive, they ask, "What did I miss? Catch me up." This is an expensive way to do business. How expensive is it?
Time is money

We all recognize the wastefulness of summarizing the first ten or fifteen minutes of a meeting for someone who arrives late, but we might not fully appreciate the scale of the waste. So let's start there. For a meeting of N people whose average fully loaded salary per year is S, taking M minutes to recap the part of the meeting the late arrival missed will cost N*S*M/(260 days/year * 8 hours/day * 60 minutes/hour) = 0.0000080128*N*S*M. The numbers in that formula come from the assumptions that there are 260 work days in a work year, and 8 hours (nominally) in a work day. So, for example, if S is, say, $180K, and M is 2 minutes, and there are ten people in the meeting, then the cost of a two-minute recap for the late arrival is $28.85 per incident. If, in a weekly team meeting, there is one recap incident per week, the cost per year is $1,500.00.

Shocking, but that's just the beginning. The full cost of a two-minute recap for late arrivals, considering all cost sources, is difficult to compute precisely, but we can easily show how it can be ten or a thousand times higher.

Let's begin by examining how accommodating late arrivals affects the people who arrive on time.

Intentional time wasting
When some People who do arrive on
time can sometimes harbor
resentments of those who
habitually arrive late
meeting leads realize that there are habitual late arrivals, they tend to plan their agendas to avoid anything important in the first few minutes of their meetings. This is an popular tactic when the late arrivals have significant organizational power. The items addressed in these situations are often items that could have been handled in email or by some means other than meetings. What's the cost of this misspent meeting time?
Frustration and resentment
People who do arrive on time can sometimes harbor resentments of those who habitually arrive late. The on-timers might not express those resentments directly, particularly if the late arrivals outrank them. In some cases, the on-timers might not even be aware of their feelings of resentment. Nevertheless, resentments, expressed or not, can be obstacles to effective teamwork. What's the cost of disharmony?
Increase in frequency of late arrivals
When attendees who would not otherwise arrive late realize that there are some habitual late arrivals, they adopt a time saving strategy of their own: they also arrive late. The calculation is, "Why should I arrive on time when I know there will be a recap after the first ten minutes?" This is an especially tempting strategy for those who harbor resentment of the meeting lead's accommodation of habitual late arrivals. Habitual late arrivals thus tend to generate additional late arrivals among those who would otherwise arrive on time. Then we might need two recaps.

We'll turn our attention next time to the effect of late arrivals and their recap requests on the quality of meeting output. Next in this series  Go to top Top  Next issue: Costs of the Catch-Me-Up Anti-Pattern: II  Next Issue

101 Tips for Effective MeetingsDo 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 welcome

Would you like to see your comments posted here? rbrenShbThrdKpgauzrgener@ChacdFQEgdZnKZSdrlpXoCanyon.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 Effective Meetings:

A Rough-Legged Hawk surveys its domainTake Any Seat: II
In meetings, where you sit in the room influences your effectiveness, both in the formal part of the meeting and in the milling-abouts that occur around breaks. You can take any seat, but if you make your choice strategically, you can better maintain your autonomy and power.
A sandwich piled highWorking Lunches
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.
A man using a chainsawDiscussion Distractions: II
Meetings are less productive than they might be, if we could learn to recognize and prevent the most common distractions. Here is Part II of a small catalog of distractions frequently seen in meetings.
A daffodilTwelve Tips for More Masterful Virtual Presentations: I
Virtual presentations are like face-to-face presentations, in that one (or a few) people present a program to an audience. But the similarity ends there. In the virtual environment, we have to adapt if we want to deliver a message effectively. We must learn to be captivating.
Bee with pollenDealing with Meeting Hijackings
When you haven't prevented a meeting hijacking, and you believe a hijacking is underway, what can you do? How can you regain control?

See also Effective Meetings and Virtual and Global Teams for more related articles.

Forthcoming issues of Point Lookout

Srinivasa RamanujanComing August 2: Linear Thinking Bias
When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.
A hot dog with mustard on a bunAnd on August 9: Counterproductive Knowledge Workplace Behavior: II
In knowledge-oriented workplaces, counterproductive work behavior takes on forms that can be rare or unseen in other workplaces. Here's Part II of a growing catalog. Available here and by RSS on August 9.

Coaching services

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

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople 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.

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 a 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 a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople 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.

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.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
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.