Gourmet Meetings on a Microwave Schedule - Part II

Peter Drucker, world-renowned management consultant, tells us that “one either meets or works,” a condemning statement on the state of meetings.

Meetings are a high cost proposition. Frustrated meeting participants say that many meetings are little more than an overextended coffee break. But let’s also consider costs from the employer’s point of view.

There is an opportunity cost. When employees are part of an ineffective meeting, there is the productivity lost during the meeting and there is the loss of their productivity and value because they are attending the meeting versus taking part in other work activity. Also, people in meetings are often inaccessible to others who need them creating a linkage of lost productivity.

Additionally, there is a morale cost. Inefficient and poorly executed meetings reduce morale and build negative attitudes toward meetings, which result in a number of meeting problems.

Fortunately, bad habits can be broken…and quickly!

In recent weeks, we’ve heard several quotes about the value of paying attention to specific strategies for increasing meeting productivity and value.
In just days, after applying ideas from Gourmet Meetings on a Microwave Schedule, clients are reporting improved results in meetings.

As promised, we’ll focus on another common meeting problem in this month’s article with specific solutions to resolve it. Unprepared meeting participants are a major reason for unproductive meetings. A 3M study of 3406 people found that the problem of unprepared participants was the second highest reason of nine expressed for why respondents dislike meetings. Consider the following nine (of eighteen!) potential solutions to this problem that are most relevant to the conditions and culture of your company, or to the organizations where you give time and volunteer effort.

1. Cancel a meeting when participants are unprepared. The cancellation with the honest reason for why conveys a message about the importance of adequate preparation and contribution.

2. Use the phone or email participants to remind them of the need for their preparation and contribution to an upcoming meeting. Taking a few minutes to contact participants often raises the quality of participation.

3. Distribute the agenda prior to the meeting so that participants understand the expectations of time, date, location, length of meeting and their responsibility for preparation.

4. Establish “public” commitment for “who does what by when”. Ask for commitment in the meeting. Make it obvious that you have record of that person’s name and commitment.

5. Ensure that responsibility has been assigned with a definite time frame for items needing action. Establish a follow-up buddy if helpful.

6. Use nametags. This action sends the subtle message that participants are not anonymous.

7. Seek balanced contributions from participants so that no one fades into the woodwork. Consistently ask questions and structure participation to include all participants.

8. Use WOW! (Words of Wonder) to express sincere and specific gratitude. Feeling appreciated helps motivate willing preparation and participation.

9. In evaluating the effectiveness of your meetings, include an assessment of participants’ preparedness. Encourage members to be honest about the preparation and contribution that added value. Specific and fair feedback from colleagues and peers often influences future behavior.

Thomas Edison told us, “I have not failed; I’ve just found 10,000 ways that won’t work.” Fortunately, you’ve just read about nine solutions that we know do work. Try them and reap the benefits of increased productivity and meeting value.

For more ideas about running great meetings, see Gourmet Meetings on a Microwave Schedule by Deanne Herr and Susan Wilson.

By Susan B. Wilson, President, Executive Strategies