Most of my rants have been directed at senior executives and team leaders, because I consider them the most accountable for lousy meetings. After all, it is organizational leaders who set the tone and establish expectations for how things are supposed to work. [continue reading...]
Over the last two weeks, in “Back to Basics: Making Your Meetings More Effective,” and “The Business Case for Making Your Meetings Matter (Part Two),” I have been sharing several basic ideas for improving your organizational ROI for meetings.
Clearly, the only thing that ultimately matters about any meeting is the quality of the decisions made or the ideas developed during the meeting. However, even if a particular meeting doesn’t produce all the desired outcomes, there can still be value from the conversation:
Even if on the surface the group failed to complete its task, it is worth remembering that the participants may have forged new relationships, learned important facts about the issue or each other, or generated new ideas that will eventually produce even more meaningful results. (from Chapter 8, page 193, Making Meetings Matter)
Today I want to focus on reducing the cost of your meetings. Read more
Last week I offered ten tips for making a meeting flow smoothly (“10 Tips for Leading Meetings That Matter”). They were clearly directed at meeting leaders who have responsibilities for designing, convening, and directing meetings.
Bob Leek, Deputy Chief Information Officer for Multnomah County, Oregon, responded to that article by observing that, while meeting leaders are nominally “in charge” of their meetings, individual participants also contribute directly to the quality of the meeting conversations.
Bob’s suggestions for participant leadership are so compelling that I want to share them more broadly. Here, with only minor editing to clarify his perspectives, is Bob’s advice for meeting participants: Read more
How often have you walked into a corporate meeting wondering why you were there? Or walked out angrily after wasting an hour getting absolutely nothing done?
As a good friend said recently, “Meetings are the bane of our existence.” And if you want to generate universal consensus, just make a comment about how horrible most meetings are.
What’s going on? In my experience there are two major shortcomings in the way most meetings are handled. And I’ve developed a four-question checklist to help me and my clients turn meetings into productive, energizing experiences.