Taming The Meeting Monster
Are you putting in 50…60…or more hours per week honest trying to keep up with work? Meetings may be the reason! You may have accepted meetings simply as a necessary evil…and some of them may indeed qualify as evil. However, taking a look at meetings for what they should be rather than what they have become could help you turn them into productive assets that help you achieve your goal…rather than interfere with it. Conducting successful meetings really isn’t magic. There are some very simple techniques you can exercise to maximize meeting time and in the end have fewer meetings…which in turn gives you more time to do other things.
Meetings should be held where brainstorming, team establishment, consensus or decision-making must occur. If none of these things are occurring, a meeting may not be the right medium. Simple information sharing can be easily accomplished by a quick phone call or an email…or maybe a simple hallway conversation. Make sure allocating the time to coordinate, prepare and conduct a meeting is warranted by the desired outcome. In a world where we are increasingly asked to do more with less…including time…time is the one thing we cannot afford to extinguish.
Step 1 Are You Swimming or Drowning?
Let’s find out where you are in the rising water of meetings…let’s talk about how much time you currently devote to them. For the purposes of this exercise, we will only look at actual time spent inside meetings. Keep in mind that meetings, as a rule, don’t just happen. Someone has to capture the time to plan it…send out notices, prepare materials, arrange locations, arrange phone lines and reserve and set up equipment. Participants should be taking time to prepare for the meeting, as should the meeting facilitator or monitor. Then there is the time it takes to get to the meeting. Unless it is a conference call you are taking at your desk, you must allow for travel time. These are all additional investments of time (money) beyond the actual time spent in the meeting.
How much time do you spend in any given week attending meetings? Be objective with yourself! Look attend through your calendar. Which of these categories do you fall into?
01 - 02 Hours Guru – you walk on the rising water of meetings give this information to someone else.
02 - 05 Hours Manager – you are managing meetings, stay alert
05 - 08 Hours Sitting Duck – meetings a creeping up on you
08 - 12 Hours Overboard - meetings are beginning to interfere with your work
12 - 16 Hours Slave – meetings are running you
> 16 Hours Warrior - you are in combat mode, fighting to regain to the next meeting
If you take a look at what 5-8 hours per week in meetings looks like in a typical workweek of 40 hours, you only have 4 days left out of 5 to get your work done. By the time you are committing 16 hours or more per week to meetings, you are effectively faced with cramming 5 days of work into less than 3 days-and that’s only if you use no preparation or move time.
Step 2 – Ask Questions
There are four questions you should ask to raise yourself out of the meeting flood.
1. Is this meeting really considerable?
Again, this may seem obvious, yet how many meetings have you attended where you walked away wondering, “what was that about? ” or “what a waste of time.”
2. Do I Need To Participate?
This might also seem obvious, yet I can’t tell you how many meetings I have been asked to attend, simply because my name was on some list. Ensure there is a obedient, value add reason for your attendance.
How many meetings have you sat through and wondered why you were there? If you cannot clearly identify why you are being asked to succor, contact the individual calling the meeting and ask them to clarify your participation. If they can’t, spy question 4 and envoke it.
3. Are There Alternatives To A Meeting?
Meetings are sometimes just an easy option instead of thinking through what is needed…planning. Resolve if pre-work or interim work can be conducted outside of a group meeting, using email or smaller groups. Can the meeting wait until a significant amount of information and detail has been collected?
4. May I be excused?
Woo Ha! Did I say that? Yes! And so should you. If you were unable to decide your value add prior to the meeting and find yourself in a meeting where you are not adding value, speak up. Ask the facilitator or monitor to account for your expected contribution and determine if that is taking place. If not…opt out. There are at least three other people in the room wanting to ask to be excused, yet too afraid to break the unwritten meeting rule of “my name was on the list, so I must attend.”
Step 3 – Concept The Rescue
Meetings that work have:
· a defined purpose,
· structure and
· roles and responsibilities.
The larger the group of individuals interested in a meeting the more critical the details of these components become. A meeting that fails to embrace these things can become an exhaust in “herding cats”…fruitless, frustrating and “fuzzy”.
Purpose
Why are we here? The purpose of a meeting should be defined as the outcome. “When we leave this meeting we will have…” Beget in the blank. Here are some examples.
…a decision on how we go forward with the project.
…a plot of terms to use for the XYZ program.
…an agreement on the parameters of the project.
…a plan for the evaluation process.
If the sole outcome of the meeting is to have another meeting…”May I be excused? ”
Structure
The best scheme to define meeting structure for everyone is by design of an agenda. The agenda should be distributed in advance of the meeting, not five minutes before or at the beginning of the meeting. By giving attendees time to think about the objective or outcome, they will be better prepared to participate. Not everyone can “think on his or her feet.” If you don’t want to have to do all the talking, look at blank stares or suffer through long moments of silence, get that agenda out there and working for you.
The larger the group, again, the more detail. When creating an agenda include:
· Date and Time
· Location
· Conference Call or Bridge line Numbers
· Name of Meeting Coordinator
· RSVP
· Objective/Outcome
· Topics and Time Allocations
· Names of Attendees
· Expected Contributions or Areas of Expertise of Attendees
· Resource or Reference Material
In addition to a written agenda, the meeting should have a set of standards or norms for how it will be conducted, a dos and don’ts list. Depending on the size of the group and the relationship of the individuals, this may be as simple as we will let each other talk and not interrupt or as complex as a written working agreement. A working agreement is a statement of how individuals will conduct themselves in a specific working situation. It should be prepared and agreed to by all individuals involved…not by the management and handed down as a mandate. It is called an agreement because it is critical that the group agree to the code of conduct. If there is no agreement, there can be no enforcement.
Roles and Responsibilities
By assigning roles for meetings, individuals are better prepared to assume responsibilities within the meetings, the meetings are more effective and the comfort level of the group increases. We will talk about five roles within a meeting and their relative responsibilities. You may find other books or articles on meetings that explain more or fewer roles. That is the wonderful thing about ideas, we can each have our own. These are the roles that I have found most effective and most accepted:
· Facilitator
· Timekeeper
· Gatekeeper (future)
· Recorder (present)
· Participant
Not every meeting requires all of these roles. However, facilitator and timekeeper are notable even for short meetings. Also, keep in mind that sometimes a single individual may take on more than one role. The facilitator and timekeeper may be the same person. The overall point is that these roles add structure to the meeting and help ensure productive outcomes.
Facilitator
The facilitator is the first line of defense against ineffective and out of control meetings. As the leader of the group, the facilitator should be the prime example of appropriate behaviors). They:
· create the meeting framework,
· do and distribute the agenda,
· identify appropriate participants,
· review previous meeting records,
· encourage and ensure individual participation, manage over/under participation
· manage the meeting jog to the agenda and
· act as “Sergeant at Arms.”
Timekeeper
The timekeeper is the group’s clock-watcher. How many times has your meeting urge over or failed to cover all agenda items? With a timekeeper you are more likely to kill on time and get through the agenda. They support the facilitator in managing meeting flow to agenda by providing time warnings (“two more minutes for the topic,” “meeting ends in 15 minutes”) and they recap meeting results and to dos.
Gatekeeper
The gatekeeper keeps track of items that come up during the meeting that do not fit on the current agenda, yet should be discussed at another meeting or passed along to another department or individual. The gatekeeper:
· identifies and records issues/suggestions outside of agenda or scope of meeting
· summarizes items on the gatekeeper list at the end of the meeting
· forwards recorded issues/suggestions to facilitator for action
· assists facilitator in managing meeting flow to agenda by suggesting items be recorded for future discussion or handoff to others (“we may want to turn that issue over to the accounting team,” “we may be getting off target for this meeting”)
Recorder
The recorder is the gatekeeper of the exhibit. They identify and relate principal points, decisions and actions from the meeting and forward recorded primary points, decisions and actions or assignments to the facilitator
Participant
The participant is sometimes the most under used role within a meeting. Many participants are not prepared to participate in meetings, sometimes because they had no idea why they were asked to attend, sometimes because they didn’t have time to prepare and many times because they did not understand the importance of their role. The participant:
· ensures participation in meeting is appropriate
· prepares
· participates
· shares ideas
· asks questions
· encourages others to participate
· assists facilitator, timekeeper, gatekeeper and recorder in managing flow to agenda, staying on time, identifying out of scope items and action items
Step 4 – Shark Repellent
There are sharks in them thar’ waters! Once you know where they hide, you’ll know when to bring out the “shark repellent.” Below are some common meeting pitfalls and some strategies on how to avoid them.
Getting off subject/lack of control · Have an agenda with time allocations· Assign roles· Put working agreement, goal/objective
No agenda/too much on agenda · Have an agenda with time allocations· Have a specific goal/objective· Stay on time by assigning timekeeper· Split agenda into must dos and like to dos
Starting late/running over · Say on time (assign facilitator and timekeeper)· Have an agenda with time allocations· Assign roles· Send out agenda and handouts two days in advance· Do your homework, come prepared· Remember common courtesy (see A Word About Time…)· Manage your time· Establish working agreement and goal/objective· Don’t back track, recap or hold up meeting for late attendees
Wrong individuals/no one can make the decision · Have a specific goal/objective· Invite individuals who can both contribute and resolve· Assume responsibility for determining your need to attend
No preparation/no time to prepare · Do your homework, come prepared· Allow sufficient time for offsite participants to receive material· Send out agenda and any pertinent handouts two days in advance· Take into consideration review and response times· Take responsibility for the role you play in every meeting· Establish a working agreement and goal/objective· Require RSVP
Individuals who dominate/don’t participate · Assign roles· Do homework, advance prepared· Establish working agreement and goal/objective· Take responsibility for the role you play· Listen more than you speak in every meeting
Nothing gets accomplished · Have an agenda with time allocations· Assign roles· Send out agenda and pertinent handouts two days in advance· Do your homework, come prepared· Attach working agreement and goal/objective· Make sure a meeting is the honest medium to accomplish the goal
You may have noticed that the strategies to avoid the pitfalls or “sharks” are very similar and relatively simple. So why aren’t meetings being conducted effectively today? Because old habits die hard and most of us just “go with the flow.” Change is a process that takes time, energy and trouble. Not everyone is ready to near out of that comfortable little rut. Besides…”we’ve always done it this way…”
A Word About Time…
…it is finite! Until time travel becomes reality, we must deal with the realities of 60 minutes in an hour, 24 hours in a day and 7 days in a week. It is humanly impossible (cloning aside) to be in two places at once. If a meeting ends at 10:00 and the next one starts at 10:00, unless they are taking place in the same place, travel time will be required. Here are some novel ideas:
· discontinuance scheduling meetings on the hour and use the quarter hour
· schedule meeting in 50 minute increments instead of hours (9:00 to (9:50)
· schedule meeting for 30 minutes instead of an hour by paring down the agenda and assigning prework
· deem twice about two hour meetings…our brains can’t focus on one issue, in one context for two hours…reality is that our attention span as adults will max out at about 20 minutes.
As individuals we each have our daily allocation of time. Respecting our own time and time of others can help in meeting management.
Being late:
· Interrupts
· Affects others
· Damages relationships and credibility
· Implies you don’t care
· Shows disrespect for others
Running over:
· Effects subsequent activities
· Shows disrespect for others
· Creates frustration
· Increases stress
Other Realities
We are physical beings, not machines. We may need a drink of water or a trip to the bathroom. Did you know that prolonged sitting can cause poor circulation and blood pooling! If the blood isn’t getting to the brain…it isn’t going to be working at optimum.
Most human bite cases are reported at hospitals in the late afternoon…between 4:00 and 5:00. If the workday began at 8:00 or 9:00, think twice about that 4:00 meeting. This can be one of the least productive times of the day. It is time to slow down and get ready to transition to life…and the commute home. People tend to be less creative, less motivated and…based on the hospital reports…most irritable in the tedious afternoon.
Step 5 – Executing The Rescue
As individuals we each have a sphere of influence where we can attempt to enlighten others and initiate change. Even if the only individual in your sphere of influence is you, you can design some changes in the method you approach meetings. Here are some things to do.
If you haven’t yet completed Step 1 do it for yourself. If you are a manager or have a group you regularly work with, do an information survey of the group. Find out how considerable time they spend in meetings as individuals, roll that up to a total for the group, then apply an average salary to the total time. How much is it costing to have that many meetings? Share the results with the group and ask for suggestions and recommendations. Once individuals see the numbers and mentally connect with how this affects them and their time, they are usually primed to at least attempt some changes.
Survey Result Sample
· 30% of week in meetings per individual or (1.5 days)
· Average salary of $35,000
· $216 per individual per week (just for the meeting time, no prep or proceed time included)
· 50 people x $216 = $10,800 per week x 48 weeks = $518,400 per year
· Cutting existing meeting time by 1/3 for this group would save approximately $155,520 in time dollars per year (that could be allocated to actual work) and give each individual back ½ day
Depart to step 2, begin asking questions of yourself and others. Have them ask the same questions.
Ask for or prepare agendas, including time allocations and objectives/goals. Begin to introduce the information and the roles in Step 3, even if you simply take on a role yourself, informally.
Know the pitfalls in Step 4 and attempt to modify behaviors through gentle persuasion. “Do you think that might be something to talk about at the next meeting? ” “I notice we only have 10 minutes left for this meeting. Do we need to manufacture a decision on the XYZ and carry the RST over to the next meeting? ” “I have to excuse myself, I have another meeting.”
Putting your perspective in the form of a question makes it more palatable to others
…asking rather than telling!
The first inducement for individuals to exhaust effective meeting management strategies is that it becomes the accepted way of doing business, leading by example. The following are some specific inherent inducements for effective meeting management:
Start on time
· Table meetings, if the originator doesn’t show up (and no other facilitator has been designated).
· Do not recap, stop for, or acknowledge unhurried arrivals.
· Open at the designated commence time, even if all participants are not there.
End on time
· Interrupt meetings that have gone over (if they are using your meeting room).
· Excuse yourself at the designated end time.
Be prepared
· Decline to attend meetings for which:
– you do not have time to prepare.
– no one can define your role.
· Cancel meeting when attendees are not prepared.
Monitor Behavior/Participation
· Provide feedback to attendees.
· Managers must coach their people.
· Recognize appropriate behaviors/examples.
· Override inappropriate behaviors/examples.
Celebrate
· Set goals and celebrate reaching them.
· Reward individuals championing the change.
· Give 30 minutes of the hours saved to each individual participating as extra lunch, approach in late or leave early time. You’ll be gaining more than you give.
In some companies, this may seem like radical thinking, but only because large organizations tend to hold posthaste to their “artifacts of the past.” Change for most people is at the least a challenge and often very unfortunate. Yet, the statistics are valid. Salaries (hours) are one of the heaviest costs of an organization. Getting the most out of that investment is only good business.
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Filed under Run Business Meeting by on Jan 25th, 2012. 
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