| Q. Wasted meetings are driving us nuts. Many | | | | circulate copies before people leave. No more |
| times they’re pointless: people come late, so | | | | waiting two or three days for notes. |
| we start late and finish late. They get off track | | | | And be sure you appoint a timekeeper to help |
| and sometimes we’re not even sure what | | | | the group stay focused on the right topic, and |
| we’ve accomplished. How can we fix | | | | announce benchmark times for starting and |
| this? Bob F. (Team Leader) | | | | stopping the discussion. The timekeeper should |
| A. It is fixable—but you’ve got three | | | | also initiate “process checks”—asking |
| separate problems. First, the meetings are | | | | participants if they’re satisfied with the |
| pointless. To correct this problem, circulate a | | | | progress of the meeting. (If one topic of the |
| written agenda with start and stop times for each | | | | meeting seems to need longer discussion than |
| topic before the meeting. If it’s not your | | | | planned, all members should agree to change the |
| meeting, and you don’t get an agenda, ask | | | | meeting schedule, so that topics scheduled for |
| the meeting organizer for one. Let those | | | | later in the meeting aren’t shortchanged.) |
| who’ll attend the meeting know that you | | | | Consider these “Top Ten” guidelines for |
| need their feedback on the agenda before the | | | | great meetings. You might want to post them in |
| meeting so you can adjust it and meet their | | | | the meeting room, or attach them to each |
| needs. Otherwise, the agenda stays as is, and | | | | agenda circulated before the meeting. You can |
| people can’t change it without group | | | | even put these guidelines on tent cards, placed |
| discussion at the meeting. | | | | near each participant.) |
| Next, some people are always late—for almost | | | | Invite only those who can really contribute. People |
| everything in their lives. When we wait for them, | | | | who are just sitting there listening can make |
| we’re really punishing the people who arrive | | | | better use of their time staying in their office and |
| on time, and we actually discourage promptness. | | | | reading the meeting notes. |
| If I’m prompt, and I know you’re going | | | | Don’t set up meetings with fewer than five |
| to start the meeting 10 minutes late to | | | | or more than 12 people. One to four people might |
| accommodate late-comers, I’ll probably start | | | | better use a conference call. |
| coming 10 minutes after the announced meeting | | | | Publish a clear agenda before the meeting. Let |
| time. I can get a lot done in 10 minutes. | | | | participants help plan it and adjust it if necessary. |
| Tell the team about your concerns, and ask for | | | | Stay with the agenda, but allow time for |
| their agreement to start meetings on time. | | | | discussion of open items. It’s better to leave |
| (It’s rare that someone will say, “No, I | | | | the meeting early—with fewer items covered |
| like them to start late.”) Once you have that | | | | well—than to rush discussion just to squeeze in |
| agreement, begin each meeting exactly on time. | | | | all the topics. |
| (One company that wanted to make a point | | | | Limit meetings to 50 minutes to allow people time |
| about people arriving on time for meetings locked | | | | to get to their next meeting. |
| the door at the start of the meeting, and | | | | Watch the group for trouble spots, and bring |
| didn’t let anyone in. That solved the | | | | them out into the open: |
| late-comer problem fast. (You’d better get | | | | - People not participating |
| everyone’s buy-in on this drastic step before | | | | - Side discussions |
| you try it.) | | | | - Not dealing with problems |
| Finally, have three people act as partners to run | | | | • When people become angry or frustrated |
| the meeting: a facilitatorwho develops the written | | | | over an issue, re-focus the discussion and get |
| agenda and circulates it before the meeting, then | | | | back to the facts. |
| leads the meeting to make sure the meeting | | | | • Summarize the key points at the end, and |
| goals are met. Appoint ascribe, who takes notes | | | | get clear-cut agreement on actions: who, what, |
| to summarize key ideas, writes each point on a | | | | when. Circulate a summary immediately after the |
| flip chart for all to see, and asks for clarification if | | | | meeting. |
| the point isn’t clear. (The scribe is also | | | | • Get consensus on decisions. Don’t let |
| actively involved in the meeting as well, and | | | | people with strong personalities bulldoze others |
| doesn’t just sit in a corner and take notes.) | | | | with their ideas. |
| Today, some scribes even bring a laptop | | | | • Encourage everyone to list on the agenda |
| computer into the meeting. They summarize the | | | | questions they’d like answered at the |
| key ideas, action steps, deliverables, and deadlines | | | | meeting—and take personal responsibility for |
| dates, then leave 10 minutes before the meeting | | | | getting the answers. |
| ends to print out the summary, and immediately | | | | |