{"id":260,"date":"2016-05-02T20:27:36","date_gmt":"2016-05-02T20:27:36","guid":{"rendered":"https:\/\/blog.iese.edu\/speakingasaleader\/?p=260"},"modified":"2016-05-02T20:34:30","modified_gmt":"2016-05-02T20:34:30","slug":"simple-rules-for-effective-meetings","status":"publish","type":"post","link":"https:\/\/blog.iese.edu\/speakingasaleader\/simple-rules-for-effective-meetings\/","title":{"rendered":"Simple Rules for Effective Meetings"},"content":{"rendered":"

Here\u2019s a new rule for people who wish to create a meeting:<\/h4>\n
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\u201cWhat difference could you make that requires no one\u2019s permission other than your own?\u201d<\/strong><\/em> \u00a0Do that first. \u00a0Don\u2019t call the meeting until you have done that. \u00a0(thanks to\u00a0Al Pittampalli<\/a>)<\/em><\/p>\n

 <\/p>\n

75% Say “Meetings are Ineffective”<\/h2>\n

The average man spends 4.34 hours each week in meetings, the average woman 2.28. \u00a075% say that these meetings were ineffective (NY Times research<\/a>). \u00a0\u201cLets meet to discuss it\u201d<\/strong><\/em> \u00a0Black holes. \u00a0Time sinks. \u00a0They feel like progress, but they really are avoidance of the real work.<\/p>\n

In my years as a management consultant with Accenture I was\u00a0privileged\u00a0to live 10 corporate cultures. \u00a0I worked in oil, retail banking, insurance, government department, monopoly telephone and mobile telephony.<\/p>\n

Nowhere was the culture of meetings more widespread nor more ineffective than the ex-monopoly telephony company. \u00a0There were many employees whose concept of a job was attending meetings. \u00a0They did nothing except travel to meetings, sit through meetings, plan meetings and complain about having to attend so many meetings. \u00a0However, they spent so much time in meetings because it was far easier than the alternative of actually taking a decision, justifying it and getting on with implementation. \u00a0Meetings were used as an escape from personal responsibility.<\/p>\n

\u201cWhat difference could you make that requires no one\u2019s permission other than your own?\u201d\u00a0<\/b><\/p><\/blockquote>\n

If you have done that, and now need further resources you can call a meeting.<\/p>\n

The leader\u2019s role is to take the difficult decisions. \u00a0The meeting\u2019s role is to present that decision and plan execution. \u00a0The leader\u2019s role is to keep the meeting on track. \u00a0Anything that does not contribute to refining the decision or executing the decision should be taken offline. \u00a0Writing side issues up on a big flip chart in the room can be a great way of showing that these side issues have not been ignored, but this is not the time and place to debate them.<\/p>\n

If the leader does not know what decision to take, a group meeting will not help. \u00a01-to-1 sessions with affected people, peers, consultants can help the leader shape the criteria for the decision. \u00a0Often the most powerful tool is a blank sheet of paper and some time alone reflecting and thinking. \u00a0No meeting should be called without the basic criteria for taking the decision already in place.<\/p>\n

Solve\u00a0Problems with Structure<\/b><\/h1>\n

Problem solving in business should be systematic. \u00a0Intuition has a role, but only within a systematic framework that ensures you are looking at the whole picture before jumping to an overly simplistic solution. \u00a0Here are 6 Steps for Business Problem Solving<\/a>. \u00a0Work through these 6 steps before asking others for input.<\/p>\n

My New Rules for Meetings\u2026<\/b><\/h2>\n