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CAREER DEVELOPMENT
Creating productive meetings
According to recent statistics gathered by USA Today, businesses are having too many useless meetings. Unfortunately, most of us don't find this surprising!
The statistics cited in USA Today showed that the average number of weekly meetings we attend jumped from seven to ten between 1981 and 1995. Also, business professionals now spend between 25% and 60% of their time in meetings, and as much as 50% of that time is unproductive. Further, up to 25% of that time is spent discussing irrelevant issues! Stress as a result of poor meetings is increasing, and productivity is decreasing.
Some suggest that this situation stems from the "teamwork trend" of managing projects and other activities with a crossfunctional approach. Some suggest that the use of technology, i.e., video and teleconferencing, has contributed to it. And a large number of trainers and consultants are out there peddling solutions for problems with meetings. The solutions range from the useful (make sure there is a clock in the room) to the rather silly (lock the latecomers out).
We are all sensible enough to refuse to hold or attend a meeting that does not have a clear purpose, a written agenda, ample notice, and the right players in attendance. But perhaps it would help to think about meetings in terms of one of the other current management "buzz concepts" -- empathy. What else might the people who will be attending your meeting need to feel that it has been a positive experience?
BACKGROUND. The agenda and pre-reading or data dissemination for meetings fall into this category, but so does an understanding of "why I'm here instead of someone else." If you have invited the attendees, let them know why. If they have been sent, determine whether or not the person that sent them made the reason clear. And, if the "why" can't be explained, perhaps this person should not be at the meeting.
GROUND RULES. Ground rules for meetings involve a clear statement of what kind of meeting this is and the roles for the people attending it. How do you feel when you are asked to "brainstorm solutions" when it is clear that the boss has already made up his or her mind?
TRUST AND CONFIDENCE. If people attending a meeting do not trust that their ideas are wanted and that the other attendees value their contributions, there will not be much substance to anyone's contributions. It will be another useless, meandering session with very little real participation. As a meeting leader, you can help establish trust by not tolerating put-downs, interruptions, or other disruptive behavior.
PARTICIPATION. Based on trust, this need calls for an appreciation of different communication styles, fairness in the provision of "airtime," and conflict resolution skills on the part of the meeting leader.
CLOSURE. Nobody likes attending the same meeting over and over again. Yet, that is what can happen when minutes or notes are not taken or distributed. If there is no record of this group ever having come together, it is possible that they might as well not have.
A summary at the end of the meeting itself, to which all can contribute, will also meet needs for closure and a sense that the meeting time has not been wasted. Make sure that any expectations for future action are clarified and agreed upon.
FOLLOW-UP. If commitments are made at the meeting, it is important to make sure they are kept. If a decision was made, what is the plan for implementation... and how will participants be kept advised of progress? If the group needs to come back together, when will that happen and what will the group do?
If a meeting is less than satisfying to you as an attendee, speak up. What do you need to have happen to make it a more positive experience? The attendees are probably also less than satisfied with what has been happening, and chances are that they will give you a surprising amount of support.
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