Why Most Meetings Still Suck

Should I die outside the grace of God (heaven forbid) then I will spend eternity in meetings.

Dante missed a circle.

<< What other things can you do to improve your meetings, even if you are not the leader? <<

Be prepared. If you know what the subject of the meeting is in advance, there's no reason not to be prepared.

Show up a few minutes early. If you are presenting material using a computer, show up early enough to be able to set things up.

If materials are being shown at the meeting, make sure they get out in advance--not five minutes before the meeting is about to happen.

<< What other things can you do to improve your meetings, even if you are not the leader? <<

Be prepared. If you know what the subject of the meeting is in advance, there's no reason not to be prepared.

Show up a few minutes early. If you are presenting material using a computer, show up early enough to be able to set things up.

If materials are being shown at the meeting, make sure they get out in advance–not five minutes before the meeting is about to happen.

What other things can you do to improve your meetings

The lazy man's guide to success: Just surround yourself with people who are very, very good at what they do. Including being good at staying on topic.

Hi Mike,
Amen to what you’ve shared here. When applied thoughtfully all these points apply to church-gathering too.

In any meeting where conversation and decisions are involved our group also follows the advice of St Benedict in his C6th “Little Rule for Beginners”, Chapter Three – “concerning the calling of the brethren to council”.

Benedict’s main points are that the leader’s role is to facilitate a conversation in which:

1) every person is heard, even the most junior

2) the matter must be clarified,

3) everyone to seek first to understand the matter in hand

4) each one speaks to the group’s purpose not out of a purely personal agenda

5)the leader facilitates the drawing of a conclusion and the putting forward of a proposal for the group to own and act upon

6) the right of the leader is reserved to ‘lead from the front’ and act on his own judgment. However Benedict’s strong advice is always to seek counsel before making a decision and as rarely as possible to act outside of the group’s conclusions. Benedict takes this as a tool for safeguarding God’s timing in important matters.

We find all this still incredibly relevant. It may be relevant even to team meetings at ThomasNelson?!

Thanks Again,

Paul Wallis

Hi Mike,
Amen to what you’ve shared here. When applied thoughtfully all these points apply to church-gathering too.

In any meeting where conversation and decisions are involved our group also follows the advice of St Benedict in his C6th “Little Rule for Beginners”, Chapter Three – “concerning the calling of the brethren to council”.

Benedict’s main points are that the leader’s role is to facilitate a conversation in which:

1) every person is heard, even the most junior

2) the matter must be clarified,

3) everyone to seek first to understand the matter in hand

4) each one speaks to the group’s purpose not out of a purely personal agenda

5)the leader facilitates the drawing of a conclusion and the putting forward of a proposal for the group to own and act upon

6) the right of the leader is reserved to ‘lead from the front’ and act on his own judgment. However Benedict’s strong advice is always to seek counsel before making a decision and as rarely as possible to act outside of the group’s conclusions. Benedict takes this as a tool for safeguarding God’s timing in important matters.

We find all this still incredibly relevant. It may be relevant even to team meetings at ThomasNelson?!

Thanks Again,

Paul Wallis

Would it be productive to establish the following Meeting Mandates here at Nelson?

1) an explicit outcome/purpose in the Meeting Request

2) an agenda at least 24 hours prior to the meeting with clear indication of who is responsible for taking and forwarding the notes within 24 hours after the meeting

The consequence of violating either of these Mandates could be as simple as people declining the Meeting Request.

From my perspective, the only valid purposes for meetings are to debate (and possibly then to make a decision), to brainstorm, to celebrate positive accomplishments, and to acknowledge major negative developments and brainstorm course corrections. Meetings should never be used just to communicate information or build relationships.

Most workers can quickly identify their co-workers who seem to think that nothing can get done without discussing it in a meeting first. While there are legitimate reasons for gathering people together (as stated above), far too often the little that is actually accomplished in a meeting could have been done in more efficient ways. Information could be communicated via email. Relationships could be built over lunch or a round of golf. Socializing could happen at more appropriate times in more appropriate places.

The other dysfunctional aspect of many meetings is the strange manifestation known as the “presentation.” Any vital information (other than surprise announcements) contained in a presentation should be sent in an email at least 24 hours in advance so that participants have time to review and research prior to the meeting. Then the meeting should consist of a quick debate or brainstorming session by informed participants. Vital information can be put on screen, but there is no need for that information to be presented—people need to be trusted to have done their homework.

Perhaps the most frustrating thing about meetings is that many of the people involved know they could be using that time to get their prioritized Tasks done so that they can have more time for other important things (at work or elsewhere). If the organization clearly supports best practices such as those outlined above, workers should be able to reclaim considerable time to do just that.

Would it be productive to establish the following Meeting Mandates here at Nelson?

1) an explicit outcome/purpose in the Meeting Request

2) an agenda at least 24 hours prior to the meeting with clear indication of who is responsible for taking and forwarding the notes within 24 hours after the meeting

The consequence of violating either of these Mandates could be as simple as people declining the Meeting Request.

From my perspective, the only valid purposes for meetings are to debate (and possibly then to make a decision), to brainstorm, to celebrate positive accomplishments, and to acknowledge major negative developments and brainstorm course corrections. Meetings should never be used just to communicate information or build relationships.

Most workers can quickly identify their co-workers who seem to think that nothing can get done without discussing it in a meeting first. While there are legitimate reasons for gathering people together (as stated above), far too often the little that is actually accomplished in a meeting could have been done in more efficient ways. Information could be communicated via email. Relationships could be built over lunch or a round of golf. Socializing could happen at more appropriate times in more appropriate places.

The other dysfunctional aspect of many meetings is the strange manifestation known as the “presentation.” Any vital information (other than surprise announcements) contained in a presentation should be sent in an email at least 24 hours in advance so that participants have time to review and research prior to the meeting. Then the meeting should consist of a quick debate or brainstorming session by informed participants. Vital information can be put on screen, but there is no need for that information to be presented—people need to be trusted to have done their homework.

Perhaps the most frustrating thing about meetings is that many of the people involved know they could be using that time to get their prioritized Tasks done so that they can have more time for other important things (at work or elsewhere). If the organization clearly supports best practices such as those outlined above, workers should be able to reclaim considerable time to do just that.

Not enough just to focus. It is important to PARTICIPATE.

Not enough just to focus. It is important to PARTICIPATE.

Good thoughts, Pete. What is necessary is better discernment to know when an e-mail should be sent instead of a meeting request, and when a meeting should be called to avoid an onslaught of e-mails on one topic/problem (that happened yesterday, and if we were all in the same building we could have met instead of seen 40+ e-mails exchange between different people–a least that’s how many ended up in my in- or cc-box).

Good thoughts, Pete. What is necessary is better discernment to know when an e-mail should be sent instead of a meeting request, and when a meeting should be called to avoid an onslaught of e-mails on one topic/problem (that happened yesterday, and if we were all in the same building we could have met instead of seen 40+ e-mails exchange between different people–a least that’s how many ended up in my in- or cc-box).

Nice post, Michael – looks like an oldie, but a goodie. Not to sound contradictory, but my experience has been showed me that sometimes, meetings that even meet these parameters can still suck. They can be dull or predictable. They can become rote or meaningless.

For me, a remarkable meeting shows respect to all of the attendees (a non-negotiable), but it also goes beyond that. It's creative, interactive, and, in some cases, leaderless. Most meetings are monologues or uncreative in their use of technology and media. I like having an predefined outcome/goal, but sometimes that can be as simple as saying, "We're going to discover X" in this meeting.

For me, a meeting is a success if people want to come back to the next one. We do evaluations at the end of each meeting, and this keeps my humble. Some are great; some, not so much. I experiment with giving the floor to different speakers/facilitators, and we're learning together how to makes these times more valuable.

Other than Lencioni, who else would you recommend?

Nice post, Michael – looks like an oldie, but a goodie. Not to sound contradictory, but my experience has been showed me that sometimes, meetings that even meet these parameters can still suck. They can be dull or predictable. They can become rote or meaningless.

For me, a remarkable meeting shows respect to all of the attendees (a non-negotiable), but it also goes beyond that. It's creative, interactive, and, in some cases, leaderless. Most meetings are monologues or uncreative in their use of technology and media. I like having an predefined outcome/goal, but sometimes that can be as simple as saying, "We're going to discover X" in this meeting.

For me, a meeting is a success if people want to come back to the next one. We do evaluations at the end of each meeting, and this keeps my humble. Some are great; some, not so much. I experiment with giving the floor to different speakers/facilitators, and we're learning together how to makes these times more valuable.

Other than Lencioni, who else would you recommend?

While I understand the motive behind the no blackberry/no laptop rule, I have begun using Microsoft One Note to input my personal meeting notes. I've also found it helpful to look back on the notes from previous meetings using the programs valuable search tool. So I'm not ready to subscribe to that rule just yet and wonder how others feel? Good topic.

While I understand the motive behind the no blackberry/no laptop rule, I have begun using Microsoft One Note to input my personal meeting notes. I've also found it helpful to look back on the notes from previous meetings using the programs valuable search tool. So I'm not ready to subscribe to that rule just yet and wonder how others feel? Good topic.

These are good suggestions. I don't enforce a "no electronics" rule – I find that by having the agenda published in advance, starting on time, moving quickly through the topics and soliciting input (i.e. "Michael, what are your thoughts on this?") people tend to stay engaged. The only other suggestion I might add is to publish minutes.
My recent post Bo's Cafe – a Book Review

These are good suggestions. I don't enforce a "no electronics" rule – I find that by having the agenda published in advance, starting on time, moving quickly through the topics and soliciting input (i.e. "Michael, what are your thoughts on this?") people tend to stay engaged. The only other suggestion I might add is to publish minutes.
My recent post Bo's Cafe – a Book Review

Is giving money or a treat to those who answer/interact inappropriate? Kidding…kind of. Great article.

Is giving money or a treat to those who answer/interact inappropriate? Kidding…kind of. Great article.

I’ve found it helpful to do #1 & #2 and send it to the meeting participants ahead of time. Let them know what there part in the meeting will be. Not only will this keep their attention knowing you may call on them at any point to fulfill that expectation, but they’re more likely to contribute some valuable ideas.

Love the post!
1. Let others have thier moment in the spot light. Let others lead portions of it.
2. Provide hot beverages and “brain food.”
3. Never start an important meeting about strategic topics after 3PM!
4. Don’t meet once a quarter and instead do something that is fun team building.

Meetings are necessary to keep everyone informed and on the same page of what’s going on. Definitely timing is important with a set beginning and end as nothing will ever be accomplished by just talking. By keeping with a detailed itinerary people know what to expect. Follow up is essential too as the action and results of the participants is what’s really the telling sign of a meeting’s effectiveness.