Office workers spend on average eleven hours per week in meetings. However, it didn’t make us more productive all the time at the conference table. When it comes to getting work done, meetings only slow things down. So, read this before your next meeting a useful approach to getting things started.
Traditional meetings have the negative effects of limiting productivity, killing innovation, and compromising cooperation and self-sufficiency. We are especially dysfunctional in our meeting culture. To say that our focus, which is changed by meetings, and decisions are also all influenced by this means that our focus and decisions have all been affected by a single point of ineffectiveness.
Meetings principles from Reading this before your next meeting
- Too many unnecessary meetings waste both time and money. Meetings for years have pursued meeting efficiency movements, but these efforts have not produced the results that were intended.
It has failed, completely. Faced with extreme circumstances, one must resort to extreme measures.
Meeting standards and formats must be destroyed in every organization. Start from scratch and revolutionize how meetings are done. We shall refer to this as reinvention, and say that it’s a modern meeting.
- The meetings we hold enable us to avoid action while passing the responsibility. To keep it within the committee, responsibility is shifted to bystanders, who become complicit in the decisions being made.
Even the tiniest of ideas require someone to push them forward, but because consensus is prized so highly in meetings, the conventional method ensures these ideas stagnate. Compromised decisions are made because of this, as well as having reduced options.
- There is no process for decision-making in today’s meetings. Leaders make the difference. — There may be merit in holding a meeting to support decision-making, but that’s not to say that the meeting is a form of decision-making.
Involve your team in your discussions, without having to call a meeting. If the matter has no importance, don’t waste time calling a meeting.
- In order to not make decisions, people in organizations hold meetings. Most meetings end up becoming even more meetings, which never seems to end. This decision is perfect because it allows the decision-maker to put in long hours that give the appearance of productivity.
Of course, there are strategic meetings as well, but the majority of these decisions are emotional, initiated by fear. Prolonged meetings have now become the accepted way to delay unpopular decisions.
- Two major purposes for meetings can be identified today: conflict resolution and cooperation. — Coordination is needed for low-consequence meetings. Make the team understand one another. Help the team expresses their feelings, voice their concerns, and propose changes. For high-risk decision-making, the meeting revolves around conflict. Promote an open, honest discussion the team should bring their own ideas on the issues to the meeting before asking the team for their thoughts. Ask experts for both positive and negative points. Even if it is not your decision, let the best option prevail.
- In order to maintain the power of the Modern Meeting, we must discontinue meetings that don’t contribute to organizational decisions. For the most part, the frequent offenders of this rule are meetings for the sole purpose of disseminating information.
Meeting costs are ridiculously high. Losing data and other options because you wait for the next episode on a TV show instead of saving it for later are reasons enough to not use an on-demand service.
In essence, here’s the gist: critical information will continue to flow through the entire organization even though it might not appear this way. Since there is no way to keep all informational meetings except for through a sacred oath, the only option is to do away with all informational meetings.
You must go through the memos, without exception.
Without knowledge, people are unable to verify the truthfulness of statements. And the trust upon which our entire system depends is destroyed.
- Today’s meeting is completely non-informational. You are required to read memos. — To make sure we read the memos, we must make this a goal. Pay attention to this agreement, because it’s important.
- Deadlines are the biggest obstacle to procrastination. Today’s meeting management maximizes the decisions and keeps meetings on time. We’ve found that meetings tend to drag and allow for no room for mistakes, so we keep meetings quick and short.
As organizations or groups come together, they require that hard stops be established so decisions can’t be stalled. To summarize, we often find ourselves more anxious, uncertain, and unsure about our decisions as we put off acting.
- Today’s meeting has only a function if it is carried out within a culture of open communication. — Brainstorm is an important step in the process of planning a meeting. Decision-centered meetings have replaced traditional meetings in the modern workplace.
- After an initial decision has been made, allowing discussion of competing viewpoints can be useful. Even though there may be arguments among groups, they generally lead to better decisions.
For better or worse, the debate could change the decision maker’s mind or change the decision to a lesser degree.
Efficient Meeting Strategies from Reading this before your next meeting
- People should plan for meetings in the same way they plan for events. It’s impossible to have a meeting and expect everything to come together perfectly after that, particularly when dealing with complicated matters.
Do some research ahead of time to find out what you want to say, and then plan your presentation in advance?
- It is good to consider whether or not the major decision will cause a public stir or offend someone. However, policies that affect a large number of people and affect long-term plans must often be broken.
- When you can better perceive where there are no ill effects (regardless of the choice you make), you are better able to advance without fear.
- It’s critical that these conversations aren’t held inside meetings. Using visual aids helps you understand and better understand others’ perspectives, with respect to their primary concerns regarding a proposal, the topic’s past, and how previously met problems were addressed. Picking who to talk about these issues with is critical.
To make an informed decision, engage in discussions with key stakeholders to find out the specific information, to understand and resolve concerns, and to learn more about the choices available.