Surveying the literature about meetings, it's easy to find advice for running effective meetings. I therefore determined that the market for running ineffective meetings is underserved, and I now offer this humble contribution to that neglected field of study.
Probably the most effective way to make meetings ineffective is to take the discussion off track. If you're chairing the meeting, taking the discussion off track is so easy that there's little new I can offer. But if you're just a meeting participant, you're far from powerless.
There are three keys to taking a discussion off track:
- Know that you have personal responsibility. If the meeting is on track, it's your own fault.
- Know that you have personal power. Everyone else secretly wants to get off track — all they need is a little nudge.
- Know where the track is. You can take a meeting off track much more easily if you know what topics are on track. Pay attention.
With all this in mind, here are some tried-and-true techniques for getting meetings off track.
- Object to the agenda
- Since many meeting chairs now seek agenda consensus at the beginning of the meeting, don't object to the agenda then. That would be on-topic. Instead, wait. Raise your objection right in the middle of one of the agenda items. You can object to discussing this item now, or discussing this item ever. Or you can insist that before we discuss this item, we must discuss something not yet on the agenda. The possibilities are limitless.
- Dispute the way we discuss whatever we discuss
- If you If you can't derail a topic altogether,
then dispute the approach the meeting
is taking to discussing the topiccan't derail a topic altogether, then dispute the approach the meeting is taking to discussing the topic. If they're discussing the advantages of mowing the lawn north-to-south compared to south-to-north, throw in the idea of mowing east-to-west. Or mowing less frequently, or replacing the lawn with a rock garden.
- Outshine everyone
- Whenever anyone else is getting close to demonstrating that they know something about anything, take the opportunity to demonstrate that you know more than they do, or that whatever they might have been thinking of saying will be wrong.
- Misrepresent other people's contributions
- After Mr. Peabody presents proposals based on data showing that the new product line is outperforming the old, you can start by saying, "I agree with Mr. Peabody that the new product line is underperforming,…" Suddenly the discussion will shift from exploring Peabody's proposals to debating the meaning of Peabody's data. Digging their way out of that hole could take hours.
- Attack, Attack, Attack
- Nothing gets people going like a good old-fashioned ad hominem attack. Instead of critiquing the points people make, critique their personal integrity, their right to be in the meeting, or their humanity. Degrade others at every opportunity. See "Mudfights," Point Lookout for April 14, 2004 for more.
Do 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!
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More articles on Personal, Team, and Organizational Effectiveness:
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- Sometimes we get in over our heads — too much work, work we don't understand, or even complex
politics. We can ask for help, but we often forget that we can. Even when we remember, we sometimes
hold back. Why is asking for help, or remembering that we can ask, so difficult? How can we make it easier?
- Trying to Do It Right the First Time Isn't Always Best
- You've probably heard the slogan, "Do it right the first time." It makes sense for some kinds
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the first time — or even trying to — might be the wrong way to go.
- Have a Program, Not Just an Agenda
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- Finding Work in Tough Times: Communications
- Finding work in tough times entails presenting yourself to many people. You'll be conversing, interviewing,
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- Contextual Causes of Conflict: I
- When destructive conflict erupts, we usually hold responsible only the people directly involved. But
the choices of others, and general circumstances, can be the real causes of destructive conflict.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenONlIRmYFhmlqwGXxner@ChacbsGFPEpijSGovVJQoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- The Race to the South Pole: Ten Lessons for Project Managers
- 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
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more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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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
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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