On her way from her ten o'clock to her eleven, Lisa stopped by Mike's office to use his phone to check her messages. After the sixth message, she hung up — there were too many, and she couldn't do anything about them until 5 PM anyway. She wondered how she could ever get anything done.
Lisa is caught in meeting madness. Every day, her backlog of To-Do's builds, as she sits in one meeting after another. To do any work at all, she has to start before 6 AM, or stay until 8 PM. Neither is possible.
Lisa isn't the source of the problem — many of her meetings are mandatory. Rather, the problem is organizational. Many of us have days packed full of meetings, including the working lunch, the power breakfast — even the working dinner.
If you lead an organization, and people are mired in meeting madness, you can end it. Here are a few tips that can free everyone to finally get some work done.
- Focus the agenda
- Make sure that every invitee has a keen interest in every agenda item. Items that interest only some of the attendees belong in another meeting. Move FYIs to email.
- Start on time
- If you lead an organization,
and people are mired
in meeting madness,
you can end it
- If some people are late, cancel immediately. Waiting around for someone wastes everyone's time, and if you can start without someone, why were they invited in the first place?
- Start at ten past the hour — or later
- For some reason, we're unable to end meetings at ten minutes before the hour, but if we start at ten past, everything somehow gets done. Agreeing to start all meetings at ten past (or later) gives everyone a chance to check messages, make phone calls, or just take a break. Start short meetings even later.
- Have enough conference rooms
- If conference rooms are scarce, people schedule weekly meetings just to hold onto their conference rooms. Make sure that there are so many conference rooms that one or two good ones are always available. You'll make up for remodeling costs by eliminating meetings.
- Eliminate lunch meetings
- People need lunch hours. Most of us are more productive if we've had a decent break. Working through lunch is neither work nor lunch.
- Split long meetings
- If you expect a meeting to run long, split it into two, separated by a long break, to give people a chance to deal with accumulating To-Do's. Tying people up for too long is an expensive hindrance to those who need their attention.
We have so many meetings, in part, because people are hard to find. And they're hard to find, in part, because we have so many meetings. To end this cycle, don't convene a meeting to discuss it. Just end it. Top Next Issue
For other tips for making meetings more effective, see "First Aid for Painful Meetings," Point Lookout for October 24, 2001.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenfgRxSQoHtdnhUYCiner@ChacDnSZmZqbUmxzGMGcoCanyon.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.
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:
- Social Distancing for Pandemic Flu
- It's time we all began to take seriously the warning about a possible influenza pandemic. Whether or
not your organization has a plan, you can do much to reduce your own chances of infection, and the chances
of mass infection, by adopting a set of practices known as social distancing.
- Ten Reasons Why You Don't Always Get What You Measure: II
- Although many believe that "You get what you measure," metrics-based management systems sometimes
produce disappointing results. In this Part II, we look at the effects of employee behavior.
- Self-Serving Bias in Organizations
- We all want to believe that we can rely on the good judgment of decision makers when they make decisions
that affect organizational performance. But they're human, and they are therefore subject to a cognitive
bias known as self-serving bias. Here's a look at what can happen.
- Managing Hindsight Bias Risk
- Performance appraisal practices and project retrospectives both rely on evaluating performance after
outcomes are known. Unfortunately, a well-known bias — hindsight bias — can limit the effectiveness
of many organizational processes, including both performance appraisal and project retrospectives.
- Deciding to Change: Trusting
- When organizations change by choice, people who are included in the decision process understand the
issues. Whether they agree with the decision or not, they participate in the decision in some way. But
not everyone is included in the process. What about those who are excluded?
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenYmGsSFuQGbjUCDqlner@ChacVnvoiqlGYKmpqAyQoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people 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.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.