So far in our exploration of meeting costs, we've examined setup costs and preparation costs — activities driven mostly by the meeting organizer, the scribe, or others with formal roles supporting or leading the meeting. Let's now look at how meeting participants spend time.
- Waiting for people who are late
- During the meeting, we sometimes delay the start until everyone, or at least some important folks, arrive. The cost, though, isn't just the time spent sitting around. The cost often appears in the form of lower quality output that results from rushing other parts of the meeting to make up the lost time, or from deferring some agenda items to the next meeting.
- Tolerating lateness is an expensive habit. If you often wait for late arrivals, schedule time for it and hold it in reserve until you need it. Making this time visible is a first step toward controlling it.
- Preparing reports
- In most meetings, some people deliver reports about some things. They must prepare what to say, perhaps making a short handout or presentation. If they have some not-so-good news, they prepare answers to questions. Some even spend time preparing what not to say, or how to spin their reports to seem less bad than they are.
- All this takes time. Ask for reports only when they're really needed.
- Preparing nasty political attacks and defenses against them
- Probably your organization's accounting system doesn't track time invested in nasty political attacks or preparing defenses against them. Time gets spent on these activities anyway. That time must be charged to something else.
- The more toxic the conflict among the meeting attendees, the more time and money is spent on this activity, even if the conflict is covert. Letting ongoing toxic conflict fester is expensive. Deal with it.
- Preparing presentations
- Some people are scheduled to present more formally, with a longer time slot — 20 minutes or more. They prepare slides and handouts, they rehearse, they gather auxiliary material, and so on.
- Too often, The more toxic the conflict
among the meeting attendees,
the more time and money is
spent on this activity, even if
the conflict is covertmuch of what's presented is unnecessary. Trim these presentations. Nobody ever changes their minds about anything after the first 20 minutes of a presentation. Ask for the express version.
- Reporting on action items
- During the meeting, when we assign action items, we record them for tracking purposes. Fine. But in subsequent meetings, we tend to ask for status too early or too often. Some do this to encourage progress.
- If you don't expect significant progress on a particular action item, don't ask for a status report. If you want to encourage progress, find a cheaper way — a private conversation, for example.
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!
Your comments are welcomeWould you like to see your comments posted here? rbrenIjWgMGhaSgvNmRhaner@ChacGWqzkopPHrbWiyFCoCanyon.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 Effective Meetings:
- Games for Meetings: I
- 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 I of a little catalog of some of our favorites, and what we can do about them.
- Using the Parking Lot
- In meetings, keeping a list we call the "parking lot" is a fairly standard practice. As the
discussion unfolds, we "park" there any items that arise that aren't on the agenda, but which
we believe could be important someday soon. Here are some tips for making your parking lot process more
- The Perils of Piecemeal Analysis: Group Dynamics
- When a team relies on group discussion alone to evaluate proposals for the latest show-stopping near-disaster,
it exposes itself to the risk that perfectly sound proposals might be inappropriately rejected. The
source of some of this risk is the nature of group discussion.
- Speak for Influence
- Among the factors that determine the influence of contributions in meetings are the content of the contribution
and how it fits into the conversation. Most of the time, we focus too much on content and not enough on fit.
- Agenda Despots: II
- Some meeting Chairs crave complete or near-complete control of their meeting agendas. In this Part II
of our exploration of their techniques, we emphasize methods for managing unwanted topic contributions
Forthcoming issues of Point Lookout
- Coming 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.
- And 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.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenhGJngTiKdyXFvwrqner@ChacBBiRHKHQNbXWtKynoCanyon.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
- Creating High Performance Virtual Teams
- Many people 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:
- 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.
- 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
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:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England 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.