One of the conversations we frequently have with leaders and team members relates to the number of meetings they “have to attend”, how time consuming these meetings are and, in many cases, how irrelevant much of the content is to what attendees see as the meeting’s goals.
We all know the feeling of arriving at a meeting then walking away an hour later (interesting that it is generally an hour) wondering why we were there and what value we added. Yet we continue to turn up to meetings – often already ‘below the line’ – expecting nothing more than what we went through the last time.
In our experience it doesn’t take much to make meetings more meaningful. Taking a few simple steps prior to accepting a meeting invitation can make all the difference.
The first step is to ask yourself “What are the purpose and expected outcomes of this meeting?” This will help you determine whether it is important for you to attend and, if so, how you can add value. The ‘purpose’ is the reason why the meeting needs to be held; the ‘outcomes’ are what will be achieved as a result.
If this information isn’t obvious or available, it’s a good idea to call the meeting organiser and have them explain:
- why the meeting is being held
- what they expect to achieve
- why you have been invited.
These three questions can make a significant difference – not only to you but also to the organiser, who may not have considered their meeting from this perspective.
In contrast, meetings fail when they are allowed to occur without these questions being raised.
Too often, meetings are held because they are a permanent fixture in the diary rather than because they will be meaningful or relevant to those who attend. Too often, leaders and team members accept meeting invitations without thought, then turn up and concentrate on other work – pretending they are taking notes – rather than being present with others in the meeting.
Too often, certain leaders and team members are invited to meetings because of their ‘position’ or on the assumption that decisions can’t be made without their attendance. On the other hand, some individuals insist on being invited to every meeting so they can keep control or “stay in the loop” of what is happening.
In all these cases, meetings almost inevitably end up being longer than they need to be and less focused and relevant than they could be.
When you consider each meeting from the “What value can I add?” perspective, given its purpose and intended outcomes, your meetings will become more relevant and timely. Additional time will appear in your diary and you will become more available for what needs to be done.
