In todayโs fast-paced work environment, our calendars often look like a Tetris game of meetings, where every line is filled without a moment to spare - perhaps some see it as a challenge to do so, or a function of importance? But how many of these meetings are truly necessary or even productive?
Research suggests that executives spend nearly ๐ฎ๐ฏ ๐ต๐ผ๐๐ฟ๐ ๐ฎ ๐๐ฒ๐ฒ๐ธ in meetings, compared to just 10 hours in the 1960s. Yet, a significant portion of these meetings are reported as ineffective and inefficient. It begs the question: Are we meeting for progress and outcomes or just meeting because it's scheduled and a habit?
There are many pitfalls around meetings. Here are a few of the most common:
- ๐๐ฎ๐ฐ๐ธ ๐ผ๐ณ ๐๐น๐ฒ๐ฎ๐ฟ ๐ข๐ฏ๐ท๐ฒ๐ฐ๐๐ถ๐๐ฒ๐: Meetings often suffer from unclear (or no!) agendas. Without a clear purpose, discussions can meander without achieving anything tangible.
- ๐ข๐๐ฒ๐ฟ-๐ถ๐ป๐๐ถ๐๐ฎ๐๐ถ๐ผ๐ป: In the spirit of inclusivity, we often invite more participants than necessary. This can dilute the decision-making process and lead to longer, less productive sessions.
- ๐ฃ๐ผ๐ผ๐ฟ ๐ฃ๐ฎ๐ฐ๐ถ๐ป๐ด ๐ฎ๐ป๐ฑ ๐ง๐ถ๐บ๐ฒ ๐ ๐ฎ๐ป๐ฎ๐ด๐ฒ๐บ๐ฒ๐ป๐: Without skilled chairing meetings can easily overrun, eating into valuable work time for other projects.
So, whatโs the solution? Here are a few actionable steps to reclaim the efficiency of your meetings:
- ๐๐ฒ๐ณ๐ถ๐ป๐ฒ ๐ฃ๐๐ฟ๐ฝ๐ผ๐๐ฒ ๐ฎ๐ป๐ฑ ๐๐ด๐ฒ๐ป๐ฑ๐ฎ: Before scheduling a meeting, clearly define its ๐ฃ๐จ๐ฅ๐ฃ๐ข๐ฆ๐. Share an agenda ahead of time and stick to it.
- ๐ฅ๐ถ๐ด๐ต๐ ๐ฃ๐ฎ๐ฟ๐๐ถ๐ฐ๐ถ๐ฝ๐ฎ๐ป๐๐: Limit the invite list to those who are essential. This makes meetings more focused and dynamic.
- ๐ง๐ถ๐บ๐ฒ ๐๐ถ๐๐ฐ๐ถ๐ฝ๐น๐ถ๐ป๐ฒ: Start on time, end on time. Consider unconventional timing, like 25 or 50 minutes, to create a buffer for attendees and encourage punctuality. Bear in mind that EVERY meeting can be just as valuable when it is shorter.
- ๐จ๐๐ถ๐น๐ถs๐ฒ ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ฃ๐น๐ฎ๐๐ณ๐ผ๐ฟ๐บ๐ ๐ฎ๐ป๐ฑ ๐ง๐ฒ๐ฐ๐ต: Not everything needs a meeting. Leverage asynchronous tools for updates that don't require immediate discussion. This can reduce meeting frequency and increase productivity.
- ๐ฅ๐ฒ๐๐ถ๐ฒ๐ ๐ฎ๐ป๐ฑ ๐ฅ๐ฒ๐ณ๐ถ๐ป๐ฒ: Regularly assess the effectiveness of your meetings. Solicit feedback and be willing to change tactics if meetings are not meeting their goals.
The concept of meetings is not inherently flawed, but their traditional conduct often is. By reevaluating our need for meetings and restructuring how we approach them, we can turn these time blocks into sessions of meaningful engagement and decision-making. Let's not meet for the sake of meetingโlet's meet to make real progress.
๐ง๐ฒ๐๐ ๐ต๐ผ๐ ๐ฒ๐ณ๐ณ๐ฒ๐ฐ๐๐ถ๐๐ฒ ๐๐ผ๐๐ฟ ๐บ๐ฒ๐ฒ๐๐ถ๐ป๐ด๐ ๐ฎ๐ฟ๐ฒ ๐ต๐ฒ๐ฟ๐ฒ: https://lnkd.in/etDNp65Q
I try to meet with, virtually or in person, lots of my business and coaching contacts, and I find this an effective way of keeping up to date with the latest relevant issues. It also helps to ‘ground’ me and encourage me to check in with my own work and approach. Along the way I have lots of discussions about leadership which inevitably entails wildly differing views and opinions.
Out of the proliferation of remote work during and after COVID, a new challenge for organisations has emerged: many important skills are not easily, or cannot be, nurtured through screens. In the traditional office environment, the subtle yet powerful process of learning osmotically plays a critical role. Leaders model behaviours, and employees, often subconsciously, absorb crucial skills such as adaptability, emotional intelligence, and intuitive decision-making. Even resilience can be enhanced through witnessing other people’s coping mechanisms.
Reflecting on what I feel makes a leader truly great, I realise that leadership is generally misunderstood. It should not be about rank or authority;