I listened to a podcast just lately the place Steven Rogelberg was interviewed about his 2019 e book — The Surprising Science of Meetings. I feel that meetings are prime areas of alternative for office efficiency enchancment. For instance, optimizing meetings can make time for learning. So I reviewed Rogelberg’s web page that gives hyperlinks to podcasts, interviews, and references in varied media. Here are a few of the highlights.
“In many ways, meetings are the building blocks and core elements of our organizations. They are the venues where the organization comes to life for employees, teams, and leaders.” —Steven Rogelberg
“The people who love meetings are the managers who run them.” —Quartz 2019
“In 1973, Canadian business management expert Henry Mintzberg was among the first to examine the problem [frustrations with meetings]. His book ‘The Nature of Managerial Work’ found that more than half of managers’ time in his sample was spent in meetings.” —CNBC 2015
Making meetings higher
“He [Rogelberg] recommends circulating the agenda three to four days before the meeting to both alert people to the meeting’s content and to get their buy-in. (If there’s time, agendas can even be created at the end of the previous meeting.) The act of soliciting input communicates that the meeting is intended as a collective experience, he says.” —Animal Sheltering 2018
“Rather than waste precious air time, he [Rogelberg] recommends attendees write down suggestions anonymously to share with the group so ideas can be discussed without anyone fearing the wrath of negative commentary …” —Inc 2019
“Rogelberg suggests starting by reducing your projected meeting length by 5–10 percent. If it’s a standing meeting, and you still have time to spare, reduce it a little more.” —The Cut 2018
“Steven Rogelberg factors to Parkinson’s Law, explaining that meetings take so long as you allot for them. Most folks really feel compelled to fill the 30 minute Google Calendar and Outlook intervals after they might be faster or deal with over electronic mail.”
So what can we do to interrupt the assembly behavior, or no less than wean ourselves off barely?
1. Ask your self if a gathering is admittedly mandatory.
2. Invite fewer folks and provides everybody a task.
3. Establish floor guidelines.
4. Produce an motion plan.
5. Get up, arise.
Managers may attempt an idea that Rogelberg calls “leading the meeting from behind.”
“This idea of ‘leading a meeting from behind’ is the Holy Grail of meeting effectiveness,” he stated. “It means that my job as meeting leader is to promote engagement, facilitate interactions and manage time. I focus on those roles, rather than trying to actively insert myself into the discussion. I certainly speak at times at key junctures, but that is not my primary role. My job is to make sure the meeting is productive, active, and successful.” —SHRM 2013
Many of those observations align with what I’ve already posted in — meetings, bloody meetings. The suggestions additionally present the practicality of utilizing liberating structures for meetings which give 33 concrete strategies for choosing the correct format and guidelines to realize an goal of — Revealing, Analyzing, Spreading, Planning, Strategizing, or Helping.
However, like most organizational adjustments, meetings will solely get higher when these in management positions determine to make them so.