Polite meetings waste time
Yesterday I interviewed Robert Herbold, former Chief Operating Officer of Microsoft and author of “What’s Holding You Back.” Bob’s quiet, gentlemanly tone shifted toward disdain when the topic moved to wasting time in poorly run meetings.
Frankly, it was a pleasure hearing him explain that he felt many meetings are useless religious ceremonies controlled by highly organized, meaningless ritual after meaningless ritual.
Effective structure:
I asked Bob how he ran meetings and he mentioned Bill Gates’ method of running meetings at Microsoft.
- Have short agendas. Leave plenty of room for discussion. In general, 60% of meeting time should be left for discussion. It was surprising to me that Bob, a self-describe math geek, loves “wide open” meetings.
- Bill G, as Bob referred to him, begins all meetings with the “low-lights.” Start with problems. Start where most people end. Bob explained that most meetings begin with the “high lights” that everyone already knows. Tragically, real discussions that address real issues are crammed into the last few minutes.
Key ingredient:
I interrupted Bob and asked him how meetings with short agendas and long discussions accomplished anything. He said it’s the chair person’s job to keep everyone focused on real problems and high potential opportunities.
The chairperson:
- Explains where he expects participants to focus their attention. They create the sandbox where everyone plays.
- Creates a culture where confrontation is welcomed and expected. The chairperson says things like, “How is this relevant to our current discussion.” They keep everyone playing in the same sandbox.
- Confronts by saying things like, “Times up, let’s do something.” A timely ending is as important as the proper beginning.
Do you have a meeting from hell story?
What techniques have you used to create effective meetings?
This post is really helpful Dan. Thank you! Some of the most important meetings are often board meetings. These are a prime example of how the “look back” show and tell sessions suck up the time that should be spent focusing key board resources on addressing key issues. One trick is to provide all the background in a written report for the Conset Agenda and then let the Board know that unless there are questions, we will be going straight to the key issues. It uses eveyone’s time more effectively.
Hi Joan,
Great tip on providing background info before the meeting.
Interesting that you bring up board meetings. Bob is on the board for Agilent. He loves their board meetings. He said they are “wide opened.” Not in the sense of unproductive. Actually, he says they are very productive because they deal with real issues in real ways.
Best,
Dan
One of my meeting rules: Only include people who will receive value from more than half of the material. Too often people attend meetings for the convenience of the organizer, and end up wasting much of their time. My boss has a rule that he won’t waste more than 30 minutes of company time waiting to start a meeting, so if there are 5 people in the meeting he’ll wait 6 minutes for stragglers and then either start or postpone the meeting and let the rest get back to work. I’m a little less forgiving; I start on time and commit to people I’ll end on time as well. If we can’t finish we schedule to resume later. That way people are assured my meeting won’t disrupt their schedule for the rest of the day. It works, too — I get excellent attendance and everyone who’s ever had the embarassment of walking in late comes on time.
Forgot the most popular rule — quit when you’re finished. If we’re done in 20 minutes I wrap it up even if the schedule gives me an hour.
Ending when done is the gift that keeps on giving! Anytime you can ‘recapture’ some time from a tight schedule is gold!
Hi Greg,
Thanks for adding value. I feel your pain when it comes to attending irrelevant meetings. Sometimes I wonder if leaders are simply stroking their egos by having large numbers around the table??
Think of the expense to a company when you combine salary time and lost productivity to the time spent around the table.
“End when you are done.” It’s amazing that we have to say something so simple. Yet, how many meetings go too long… MOST!
Best to you,
Dan
Nice article, and definitely helpful.
I would, however, disagree with the title. A short, discussion-rich, problems-first meeting should also be polite. That is, no ad hominem attacks, no shouting, no cursing, and no dismissive hand-waving or eye-rolling.
Hi Joe,
Point taken.
My use of polite was designed to be gently provocative and address the issue of people not speaking the truth in meetings. There’s too much game playing which leads to wasted time.
Nicely said. Thanks for adding to the conversation.
Best,
Dan
“Decide and Deliver” is the title of an excellent book by Bain & Company on effective deciasion taking. The authors are Blenko, Mankins and Rogers.
My own rules for meetings: 1. Begin on time. 2. Don’t repeat what has been said already. 3. As chairman I have the responsibility to ensure that the discussion is on track. 4. Focus on decisions – not on discussions. 5. Stop asap.
Francois,
Thanks for adding value by sharing another resource you found helpful.
Love what you added, especially, focus on decisions. I’ll add a decision isn’t a decision until it has champion.
Cheers,
Dan
Hi Dan, what a great and relevant post. Sometimes we all can get the “meeting to death” syndrome. I don’t think meetings are productive if they go over an hour and a half although most are scheduled for an hour. After an hour and a half it is a declining energy slope and all that is accomplished is “meeting fatigue.” Like mentioned if I am chairing the meeting, I review the agenda before hand, prioritize the low lights, give ample time for discussion, and promptly start on time and if early adjourn and if not religiously will not go over the allotted time. Everyone has different schedules to attend to and the chair needs to be sensitive to that. When reviewing the agenda if there is not enough “meat” present I will cancel the meeting with appropriate grace time provided and wait until we have “stuff” that really requires a meeting and that definite actionable items are included. Lastly I have found that meetings with more than 10 people turn out to be a “town hall” gathering and not a whole lot is accomplished not that there is no place for getting many folks together especially when there is a presentation to be given. I will usually as discussed send out relevant materials for the meeting so folks can have some prep time and make the time worthwhile and productive. The most critical element in any meeting is the Moderator who sets the pace, keeps order, and prioritizes agenda items as needed when discussions warrant it. I will conclude by saying that besides moderating and keeping order, the minutes will reflect how little I said and how much more I listened and when necessary asked the provocative questions. Cheers, AD
Hi Al,
I actually think I could enjoy one of your meetings. 🙂
I’ll add this little technique I use for meetings with large groups. Break the group into smaller components to work on aspects of a larger problem or initiative. Then bring them back together to share their conclusions (not discussion)
In addition, I think people can usually discuss an issue more quickly than we think.
Best regards,
Dan
Al is a featured contributor on Leadership Freak. Read his bio at: http://leadershipfreak.wordpress.com/al-diaz
thanks Dan I will try your suggestion when I have a larger crowd. AD
This post cannot be added to. It has self-contained wisdom that, if tampered with, will disintegrate. I will simply leave it alone and let it speak for itself.
Beautiful content for leaders!
Hi Scott,
I’m floating on cloud 9! Thanks for the good cheer.
Best to you,
Dan
Scott is a featured contributor on Leadership Freak. (can you see why? 😉 ) Read his bio at: http://leadershipfreak.wordpress.com/scott-couchenour
Hey Dan, Thank you for such an insightful blog. Been following you for several weeks now and you’ll be amused to know that my application for what you write about is in the forum of parenting! Our son’s school, The Hyde School, re-orients parents to be leaders of their families by being a leader in life. Much of what you speak of applies beautifully to this premise and I often find myself forwarding your blog to the faculty and fellow parents! Keep up the great work!
Hey Artandsoulnj,
I’m completely delighted to here you find application of leadership principles across a broader context than business. I have a secret wish to take these ideas to moms and dads. I just haven’t found the channel.
Cheers,
Dan
Leadership, management, & parenting are all rich for cross-referencing one another! With smart kids, I find that business books/blogs are very effective tools for parenting advice – so you’re already tapping into that group. : ) Thanks!
Do you have a meeting from hell story?
What techniques have you used to create effective meetings?
I suspect you are going to get inundated by “meeting from hell” stories! There isn’t one particular meeting I would point out, but I have been through numerous meetings (and I have been guilty of this as well) where an important point was raised, something that had been placed on the agenda at a previous meeting, to which the responsible party said, “Oh, I don’t know – I need more information – I’ll have to follow up.” It’s not the meeting itself where progress stalls – it’s the lack of preparation that kills the potential of a meeting even before the first attendee takes a seat.
One strategy I learned that was really helpful was to give everyone a copy of the agenda, and to write (or type) the progress of the meeting, with action items highlighted, “real time” and to distribute copies before people have left the room. It results in “uglier” meeting notes cosmetically but people are more mobilized to do what they agreed to do and have less excuses for why they did not follow up.
Look forward to hearing others’ comments!
Hi Paula,
I think your observation is correct. The tragedy isn’t that we have one “meeting from hell” story. Its that so MANY meetings fit the descriptor that its impossible to pick just one!
Love your suggestions. Especially love the real-time update component. We need UGLY meeting agendas.
Best to you,
Dan
Paula is a featured contributor on Leadership Freak. You can read her bio at: http://leadershipfreak.wordpress.com/paula-kiger
There is so much upside when you start with the “bad stuff”! For one, it allows for full on vigorous engagement as everyone is still fresh and has just sat down as opposed to the end of the meeting, when everyone would rather not bring points forward for fear of making the meeting go longer than it should. Over and above that, when you finish the meeting talking about the good stuff, you leave the room fairly more energized than leaving straight after a tense uncomfortable debate. My meeting nightmare was when I realised one of the managers that reported into me had his team not talking enough outside of the meeting and therefore leaving issues for discussion in the meeting (unintended consequence). This wasn’t because of no time and being busy, it was to manage having a meeting agenda that always looked busy (he insisted the team had a contribution to the agenda each week). I had the team’s weekly meeting canned to promote them talking within a normal operating environment.
Hi Thabo,
Wonderful addition to the conversation. Thanks for illustrating why it’s important to begin with the bad and end with good.
Your illustration of meeting nightmares reminds me that lots of work can and should be done outside of meetings. Frankly, Drucker said nothing is done In meetings. It’s all done after.
Best to you,
Dan
Great post! In my experience these techniques are effective in industrial settings with groups that have a disciplined focus, a department, a task group, etc. However my path also includes meetings that include folks with vastly differing backgrounds, and in that context this may this may be less effective! As example non-profits, community groups, church groups… In my experience these folks who may be less practiced at attending meetings at all, need to be encouraged to participate, brought to a place where they engage (their reasons to hesitate may be broad and varied and hard to quickly identify.) I fear the technique described above might leave these folks in the dust! We are leaders, right? We draw the best from people, right? (That includes folks with differing meeting tolerance and practice – right?)
Ken, you bring up an excellent point on the different types of groups. When you’re working with a group that is employed together in some fashion, there should be a leader or chairperson facilitating the meeting in a productive & efficient manner. However, with volunteer groups where it’s common to find participants who are not actively engaged in jobs that regularly include meetings, the dynamic can be very, very different.
I sat on a board that ran fairly efficiently and also sat on a related one that was it’s own cog because of the gross professional inexperience of the members. My experience taught me that it takes a lot of patience, education, and changing the tone and pace of the meetings in order to be successful. Let’s say it was a learning opportunity for me!
Dear Dan,
Start with the problems where generally people end. It is truly multiple solution approach. People are aware about most of the problem to be discussed and they also know what would be the result of those problems. Recently I attended one meeting where everyone was aware that salary was too late. Chairperson started with the question ” Is there any problem? and everyone was keeping shut, though each one was aware about the issue including the chairman. And unfortunately no one could discuss that issue and meeting went around other peripheral issues where no one was interested in fact. When meeting was over, everyone was upset and commenting the way meeting was conducted and issues raised. I felt that there was total lack of trust between people and chairman. People were also aware that it was not in the hand of chairman but they expected that at least chairman should have consoled them with polite words.What I can say is that this was the meeting from hell story.
I think, when leader does not have courage to see and say the problem himself or herself and wants that someone should come forward tosay that , then leader is misleading others and loses people trust. When leader accepts and owns responsibility even though the things are not in his hand, actually instils trust and credibility.
To create effective meetings the technique is think like others and act like leader.Leader should put in the position of others and see the problems. At the same time, when leader makes promises, people remember whether he could meet his promises or not. So, leader has to meet his promise at anycost. If he could not meet promise, he should narrate the condition why he could not meet the promise.
Being authentic really works well. This engages people in discussion. When leader allows others to talk anytings and waits for someone else to interfere, then he actually deceives people and wastes meeting time. Leader should have courage to encourage the right discussion and discourage the wrong discussion.
I have often attended meetings where opinions and observations are allowed after-the-fact, after-the event, after the communication, after, after, after. I find those are not really the meetings people “want” to share their ideas or observations and it creates the need or at least the pressure to tell everyone what a great job they did! I believe people genuinely want to be a positive influence with positive impact towards the good of the purpose or the organization, not just to come to a table where opinions are allowed, this might be the “polite” meeting described above. Not the creative tension that moves us forward.
Bob Herbold, a product of P&G, reminds me here why I remember my P&G years so fondly. Yes, Virginia, there are organizations built for action and accountability. To create one, designing efficient, action-oriented meetings is a great place to start.
on starting with the bad news… my recommendation is to filter entirely to the actionable. It just so happens that the bad news is amongst the most actionable because as you point out – it needs decisions and actions right away.
But we do loose an opportunity to be forward looking, creative and inspirational if we only seek out the negative – what is actionable is what is important in a meeting.
The context for the meeting being provided beforehand resonates as a good idea – but in my experience few folks take advantage of it and a room full of people works at the lowest common denominator – so, it only takes one person not to have pre-read material and the rest wasted their time.
We are going to try this “method” in our weekly meeting, today!
Summer,
Thanks for your comment. Love to here your feedback.
Best,
Dan
Great post. Very helpful. Will use it this friday.
Meetings are a challenge for many companies and agree that the chair is responsible for keeping the team focused.
Too much time is spent “reviewing” content that adds little value to the discussion. We focus our meetings on exceptions or impediments to success and work to resolve them.
I encourage anyone reading this to also take a look at Patrick Lencioni’s book, “Death by Meeting”. An entertaining fable that concludes with an effective prescription for successful meetings.
The parallel thinking method is quite effective for meetings. Six thinking hats by Edward Bono is a good guide. Though I never carried colored hats to the meetings, and without making it obvious, I ask questions and make people reply. What are the information available, what are the risks, what are the benefits, any creative suggestion are some of the questions and give a chance to every body to contribute though answering is not compulsory. This reduces time wasting arguments and ego clashes.
I will really be able to use these tips in my own meetings to make them more efficient and keep the group on task.
I especially love the idea of putting the “low lights” first. We’ve been doing the opposite in our meetings and I find we are rushing through the more important, challenging issues because we don’t want the meeting to run long. Low-lights first will ensure that doesn’t happen.
And I really love the idea of pushing back on participants to relate their comments to the topic at hand to avoid unproductive rambling.
Great post! Thanks so much for sharing
This is EXACTLY how I conduct my meetings, and if I know I can’t do it that way, I don’t have them. Sometimes a meeting is an FYI situation where you need to update/share information, but certainly most of the meetings I’ve conducted (including today’s meeting) I share information early and leave enough time for an extended discussion – and we’re still finished within 1 hour!!!
A no mandatory meeting policy would quickly reveal the real value of spontanously named “meet-things”, where our full potential is not included and nothing new is developped. In the intrest of time its a good idea to keep them brief and moderated with small agendas.
The opposite of this would be a “meet people”, which would be entirely people centric. I would still include rituals, like that each person has time to checkin at beginning and end, how they are, what they want to say and where who we are is welcomed, developed and honored at all times. Not even an agenda is required, as this is developed by the group. It should be facilitated by the most mature and wise coach to trigger personal growth, leading to organisational growth….
I like Bill Gates approach, which found a balanced approach between those 2, as people preference might vary to my own.
Thank you for inspiring my thought about the topic, I will field test this further.
Here is my meeting from hell…..help…
The entire group say “can’t” to every idea to solve a problem….yet they have no ideas themselves….How do you get engagement from them to help work the problem?
Great article Dan. So true. Polite meeting such a bore. Its either the Chair does not know where meeting is going or just a bunch a hopeless board members in the meet. Glad you made that point very clear that the ugly bits needs to be aired right at the beginning. Thanks again.