| A short time ago I attended several meetings in a row | | | | that either exceeds its time allocation - where one |
| during an introduction to a new client's business. Every | | | | was actually in place, or is rearranged as it proceeds |
| one of these meetings was a complete waste of time, | | | | to remove 'less significant' items from the agenda. |
| in that absolutely nothing was accomplished. People on | | | | And then I remember a different scenario. Working at |
| the 'calling list' weren't there, while others showed up | | | | a senior level in a large organisation I had a department |
| late or strolled out early. It was commonplace for | | | | head whose meetings were different. People invited to |
| actions which hadn't been addressed from the | | | | his meetings were given a clear statement of purpose |
| previous meeting to remain unvoiced, and no one | | | | and timing. Meetings started on-time, and finished |
| seemed even remotely concerned over this at all. | | | | on-time, and were brief. Nobody arrived unprepared - |
| Generalising somewhat, it seemed that these meetings | | | | at least not more than once - and contributions were |
| were set and attended as a formality to meet some | | | | brief and focussed on the meeting objectives. That |
| sort of requirement to have a meeting, why? I never | | | | was and is what separates normal meetings and |
| found out. | | | | successful meetings. |
| This experience can be repeated every day in all | | | | When meetings have a definite purpose and are run |
| areas of business, and because it's so common there | | | | by leaders who realise that purpose, digression rarely |
| is no real attempt to change, to bring about an | | | | occurs and gatherings have real value to both the |
| improvement. In this we find the cause of this time | | | | individual and the organisation. |
| wasting activity engaged in daily by millions of workers, | | | | Quality management processes are intended to |
| managers and executives, these meetings had no | | | | support process improvement through the efforts of |
| purpose other than to work through an agenda. | | | | employee groups. Inevitably the activity of these |
| I have experienced meetings where the supplied | | | | working groups will involve participation in meetings |
| agenda and supporting material would have looked | | | | where decisions are to be the outcome. It is an |
| well for a royal visit. Where the agenda was well | | | | unfortunate fact that the meeting ethos will be set by |
| supplied with references and the participant list should | | | | what they see around them, by their experience of |
| have been a guarantee of a fast moving decision | | | | how it is done by their leaders and others, so the |
| making and effective gathering, but still they failed to | | | | outlook is not good. |
| have any serious impact on the participants or the | | | | Managers and all who might be involved in the |
| organisation they were part of. | | | | management of meetings of any sort must learn that |
| Perhaps the worst of all meetings are those where a | | | | while an agenda is a good idea the meeting should be |
| series of presentations have been planned. Individuals - | | | | driven by an Objective. Why are we here, what are |
| or sometimes their teams - arrive to deliver what can | | | | we attempting to do? Any participant diverging from |
| only be called 'Death by PowerPoint', where the | | | | that line must be redirected to this objective - and that |
| sub-agenda appears to be focussed on the best | | | | includes the meeting leader! |
| presentation slides regardless of content. The | | | | Agendas don't work, Objectives do. |
| consequence of this battle for supremacy is a meeting | | | | |