In any business environment, meetings are probably an inescapable fact. While not bad in and of themselves, they create a hugely negative impact when they aren’t well-organized and managed. The sad fact is that this happens much more often than it should–and it can be avoided (at least for the most part).
Way back when I used to organize meetings, I would become very frustrated at the lack of cooperation from people who were supposed to attend those meetings. Sometimes I felt as if it would take a miracle to get them to the meeting on time! Those people were all department managers who reported to the VP, not lower-level workers, but they seemed unable or unwilling to get their act together. The result was that other attendees would give up, say “let me know when you’re ready to start,” and leave.
If you hold a position that requires you to be the meeting leader, you have both the opportunity and the responsibility to set expectations and then communicate those expectations clearly to your team–with some consequences if they don’t follow the plan.
Since we’re dealing with human beings, there might not be a perfect solution, but you can do some things to move in that direction. I just read a short article titled “Effective Meetings: The Top Three Challenges,” which gives a few useful tips on dealing with ineffective meetings. These are the three issues the article mentions:
As I said earlier, you as the meeting leader have a responsibility in all of these areas. If the people who need to attend the meeting report to you, the situation is a little simpler than if they don’t. However, it’s up to you to do whatever is in your power to improve the situation. In my view (and that of the article’s author), that would include:
If you’re not in charge of the meeting, your options are more limited. For example, if your boss is the leader and allows unproductive meetings to become the norm, you might not be able to change that. In such situations, you might have two ways to go: