I have always been fascinated by why organizations and supervisors insist on continuing the maddening idea of having so many meetings. I have seen places where they seem to have a meeting just to talk about planning for the next meeting. I call it a “meeting about another meeting.” I have seen this “meeting-about-another-meeting” phenomenon in schools, churches, and private and non-profit businesses.
I came across a study by Luong and Rogelberg (2005) that supported what, I believe, many of us already know about too many meetings. The authors said work meetings are similar to interruptions and daily hassles. For one week, participants were to keep a daily diary account of their daily meetings and self-reports about the employee’s well-being. Not surprisingly, the authors found that more meetings were associated with increased feelings of fatigue and workload, confirming their initial hypothesis that meeting load has a negative effect on well-being, similar to the effects of interruptions and daily hassles.
To counteract the countless, and dare I say useless, meetings, I want to share what Charan (2006) suggests about holding effective meetings.
He says decisive meetings have four characteristics:
- Open—their outcomes are not predetermined. Questions such as “What are we missing?” communicate an honest search for and a willingness to hear alternative perspectives.
- Candid—encourage people to air the conflicts that undermine apparent consensus, a willingness to speak the unspeakable. Candor “prevents the kind of unnecessary rework and revisiting of decisions that saps productivity.”
- Informal—informal meetings encourage people to be honest, open, and less defensive. Meetings should not feel like they were scripted. When people are comfortable and able to react in an honest way, “spontaneity is energizing.”
- Marked by Closure—while informality helps loosen up the meeting, closure establishes discipline. “Closure means that at the end of the meeting, people know exactly what they are expected to do.” In my opinion, this is key because, as Charan explains, it assigns accountability and deadlines to people.
- Holding too many meetings can lead to increased feelings of fatigue and workload.
- Effective meetings have four characteristics: open, candid, informal, and marked by closure.
- At the end of the meeting, people should know exactly what they are expected to do.
Charan, R. (2006). Conquering a Culture of Indecision. Harvard Business Review, 84(1), 108-117.
Luong, A., & Rogelberg, S. G. (2005). Meetings and more meetings: The relationship between meeting load and the daily well-being of employees. Group Dynamics: Theory, Research, and Practice, 9(1), 58-67. doi:10.1037/1089-2622.214.171.124