Episode 88 - Meetings and Death By Them - Is It Inevitable?

Hi there. I want to talk about a common source of pain among people on teams: meetings. You simply can’t discuss productivity without addressing meetings, and my goal is to equip you with actionable ways to make meetings more productive. I’ll share tactics, discuss the realities of meeting culture, and provide desk-level actions you can implement to improve how meetings function within your organization.

 

Why is this topic valuable to you? Because for many of us, especially if you're a boss or have a boss, you spend a significant amount of your time in meetings. While we all complain about meetings, the reality is that a pervasive lack of structure and process around them exists in business culture. This episode aims to change that. 

 

Whether you're a boss with significant control, a self-employed professional with autonomy, or an employee navigating existing structures, there's something here for everyone. For employees, especially, I want to emphasize that you shouldn't turn this off; there are specific tactics you can use to exert some control or influence, and this information will be invaluable when you become a boss. It’ll help you avoid inflicting unproductive meetings on others.

 

Core Problems with Meetings:

• We often don't structure meetings. This might be due to a lack of knowledge, laziness, or a feeling of being the only one to do it differently.
• We don't have different kinds of meetings for different purposes, only different names for the same kind of meeting. This leads to a mismatch between meeting style and goal.

Legitimate Purposes for Meetings:

• All participants should have something to do within the meeting structure. 
• Example: The "Stand-Up" Meeting: 
• Common in Agile project management methodologies.
• Very tight, usually 15 minutes or less. Not a status report or a time for accomplishments.

One-to-many dissemination of information (semi-legitimate): 

• Purpose: Vision casting, policy updates, informing about new initiatives.
• Challenges: the format is boring and only saves time for one of the meeting members.
• Alternative: leverage technology
• Exceptions: Heavy-duty compliance meetings (e.g., safety briefings, regulatory requirements) where in-person attendance is legally or ethically mandated. If this is the case, clearly state why in-person attendance is required.

Brainstorming or Group Idea Sessions: 

• Boss's Role: clear and honest about the purpose and decision-making process

Primary Ineffective Meeting Type to Avoid:

• The Weekly Status Meeting: The least valid reason to have a meeting.
• Better handled through other means (e.g., individual updates, shared documents).

Key Tactics for Productive Meetings (Primarily for Bosses/Meeting Holders):

• Always Have an Agenda: 
• Purpose 1: Guide to keep everyone on track during the meeting.
• Purpose 2: Help people prepare for the meeting. If attendees don't need to prep, they might not need to be there.
• Purpose 3 (Crucial): Help people decide to attend.
• Produce Shared Notes: Notes on what happened in the meeting should be made available to everyone; a shared note is ideal
• Utilize a Scribe/Facilitator: 
• Avoid "Pop Quiz" Meetings: 

Tactics for Employees/Attendees:

• Offer to be the Scribe: 
• Offer to Prep an Agenda: Demonstrate upward leadership by helping your boss structure meetings.
• Stay Focused and Present During the Meeting: 
• Engage with the material even if it feels like a lecture, it's an opportunity to train your focus and discipline.

Suggest Resources to Your Boss: 

• If your relationship with your boss allows, suggest resources like Patrick Lencioni's books (e.g., Death by Meeting, The Advantage) or even this podcast, to help them think about meeting culture.

Conclusion

The key to productive meetings lies in structure and purpose. We need to be honest about why we're meeting and choose the right kind of meeting for the right purpose. Always strive to have an agenda that helps people prepare and decide if their attendance is truly valuable. Make sure meetings are action-oriented, with participants taking away clear "to-dos," and document these actions in shared notes. Finally, leverage technology for information dissemination where appropriate, and always avoid multitasking during meetings to maximize your own engagement and contribute positively to the collective focus.

 

My hope is that bosses will be open to fundamentally rethinking their meeting culture and structure, recognizing the significant impact it has on productivity. And for those of you who are employees, remember that you have opportunities to influence and lead upward. By understanding these principles and applying these tactics, you can be part of the solution, contributing to a more effective and less frustrating meeting experience for everyone involved. Let's work together to make every meeting count.