5 Ways to Redefine Meetings

What’s your definition of a meeting?

Definitions inform function.

Lousy Meetings

  • Bobblehead assembly: Warm bodies gathered to affirm the boss’s brilliance and insult their own.
  • Empty head congress: People gathered to receive information.
  • Empty hand playground: Tools gathered to receive directions.
  • Megaphone council: Lots of talking with little exploration.
  • Zombie graveyard: Huddles with no purpose.
  • Black hole board: Where bold ideas go to die.
  • Hostage situation: Everyone longs to get away so they can do real work.

5 Ways to Redefine Meetings

Meetings are for more than information. The people around the table aren’t empty heads. They’re competent contributors. If they aren’t, replace them or yourself.

5 New Definitions

  1. A place where team intelligence expands and relationships multiply results.
  2. A place where leaders maximize others’ talent.
  3. A place where monologues are banned.
  4. A place where diverse perspectives test assumptions.
  5. A place where heads turn toward each other, not the person at the head of the table.

A meeting is a multiplier. Meetings turn individual talent into collective power. When one person does all the talking, it’s a memo surrounded by chairs.

Effective meetings transform…

  • Experience into insight.
  • Insight into options.
  • Options into decisions.
  • Decisions into ownership.
  • Ownership into results.

New Rules for New Meetings

#1. The person at the head of the table speaks the least. When leaders speak first people tend to agree.

#2. Agenda items begin with “Decide ______.” (Not discuss)

#3. Create constructive dissent. Appoint a devil’s advocate. Assign half the team to present an alternative.

#4. Establish ownership. Who advances the next step?

What’s one thing that would improve meetings?

Resources:

2 Proven Behaviors That Make Dumb Teams Smart

Amy Edmondson, “The Fearless Organization.”

Patrick Lencioni, “The Five Dysfunctions of a Team.”

Evidence for a Collective Intelligence Factor in the Performance of Human Groups