Boffin's Office 1: The “Art” of the Meeting
Meetings are the bane of human existence. Or are they? Ask a senior colleague about their work schedule, and you'll find many of them have a work week utterly dominated by meetings, filling up 50, 60, 70 or even 90% of their work time.
Some will have a sense of agony about meetings: they appear dreary and useless. Others consider their meeting-filled schedule to be a sign of importance: clearly they matter enough in this world to be included in all sorts of select gatherings!
Now I'm sure a lot has been said on meetings in this world, so I will keep this post quite simple, and stick to conveying my own perspective on the meeting beast.
My perspective is based on personal experience, and not so much on extensive research, so I cannot promise that whatever works for me will work for you. However, it might give you some interesting ideas perhaps?
Hello meeting!
Image courtesy of Piotr Siedlecki (CC0).
Meetings are a bit like monsters. They are powerful, a little bit hard to control, and frequently end up being part of the tortuous machinations of evil. But the alternatives are not always better:
- E-mails tend to be misinterpreted, responded to slowly, or directing attention to things that do not really matter.
- Chats can lead to excessive distractions, or forgetfullness because only some people may bother to extract the key actions and notes from the feeds for later use.
- And not meeting is great, as long as your aims are aligned and you know what to do, and how to do it efficiently. But most work is intended to be challenging and the best way to align things is by interacting with others.
So back to the meeting then: it seems like they're going to be necessary at least in many cases. So I'll touch upon three things: planning meetings, attending them, and holding them.
Planning meetings
For planning meetings (I tend to have 10-20 of them in a week myself), I categorize them in three types:
- Meetings A: I have to attend these in person and I cannot move them (without pain). Examples include personal performance review meetings, important meetings that I already rescheduled once, or meetings abroad that have fixed dates and require my personal attendance.
- Meetings B: These are important meetings, but I could ask someone else to represent me and/or send a few e-mails requesting the meeting to be moved. Of course, it will take me a little time and energy to do so, so I might not want to move them all the time.
- Meetings C: These are useful meetings that I want to be part of. However, I can choose to just not attend them without many consequences.
These meetings are in my calendar, but in different colors, with darker colors for the more essential meetings:
Now, when I end up with two meetings in the same time slot, I simply compare the types of meetings that clash:
- A vs. B: I delegate or move the B meeting. If I think the other party could get annoyed by the move, I upgrade the now moved B meeting to an A meeting, so that a second move is less likely.
- A vs. C or B vs. C: I opt out of the C meeting. If the C meeting is regular and I begin to wonder why that C meeting is in my calendar, I just take it out altogether. If I need to reconnect with that C meeting due to missing it all the time, I could upgrade it once to a B meeting.
- B vs. B or C vs. C: The earliest planned meeting prevails, or I half-attend both meetings.
- A vs. A: This is a special case, because cancelling either would be painful. It is only here where I need to think hard, cancel the one that's least painful, and then think of a mechanism I can use to compensate for that cancellation (e.g., arrange an extra trip, or pledge some concrete support).
In general, I try to cluster my meetings in a part of the week, and defend blocks of time where I can focus on in-depth technical or writing work. Also, if the meeting involves my local group with externals, I'll always consider inviting only one key person of my local group to join, so that all the others have some extra free space.
The written update
Many meetings (especially type B ones) are all about providing status reports, and dishing out tasks for the next round of work. One method I use when I can't attend a meeting is to take the following two steps:
- I provide a written status update by e-mail in advance, trying to cover all the angles that other participants may be wanting to ask me about.
- I tell the leader of the meeting that I'll happily accept any action or task assigned to me, given that they state so clearly in the minutes or in a direct e-mail to me.
This approach works particularly well in groups that I am familiar with, as I am likely to be given a reasonable workload. If in any circumstance the meeting leader gives me an unreasonable workload, then I do my best to cope with that and make sure I will attend the next meeting. Now speaking of attending...
Courtesy of *Pixabay*, and my desire to break the wall of text with ill-fitting clipart.
Participating in meetings
Nobody's perfect, and many people hardly know in advance how they will behave during a meeting. Also my own behavior is inconsistent, but I do try to be mindful of a few things when I participate in a meeting:
- Not all meetings require my continuous attention, because topics can be wide-ranging and many of them might not require my input at all. If I can contribute better to the subject matter of the meeting by filling in documents, looking up information, or actually doing work that is being discussed, then I have no qualms against doing so during the meeting (but I will notify participants in advance).
- I try to be direct when sharing my opinion in a meeting, but I also try not to repeat myself (see ticking salaries below). This is very hard and I frequently fail at it ;).
- I embrace the early finish. There is often no need to fill a time slot completely, and the break at the end can spur independent ideas for other participants.
- Meetings seldom have to overrun. Unless the subject matter is of critical importance, I am okay with leaving at the end of a time slot, particularly if overrunning leads to me delaying other meetings of any type, or shortening my lunch break.
- If I foresee technical issues coming up in a remote meeting (e.g., I will be at an airport with possibly poor wifi), then I might send the written update in advance (see above).
- And last but not least, I don't always rush meetings. If a meeting has a pleasant social element and my schedule has room, then I'm happy for it to linger. We are humans after all, not machines :).
The third topic to touch upon, is holding a meeting myself.
Holding a meeting
The most intuitive way to make decisions about holding a meeting, in my opinion, is to imagine the salaries ticking as the meeting takes place. Think of it a little bit like the typical Coil Counter:
XRPTipbot.com was awarded $0.001472 to create this image ;).
Now let's imagine you want to hold a meeting (telco or real life) with 11 colleagues, and each of them earns, say, $25/hour. That means your meeting would cost $300 per hour or $5/minute.
Now given that, you may want to economise your meeting setup a bit, by e.g.:
- Asking people to share updates in writing a bit before the meeting, and shortening the meeting by eliminating the “status update” part of it.
- Reducing the number of participants to the minimum necessary.
- Split a broader meeting into two more narrow ones, ideally each with half of the audience.
- Pruning the agenda of any item that is not urgent, important or both.
Also, when chairing the meeting you can then take this into account. For instance, a 12-second joke might put you back $2, which is not too bad, but the 10-minutes digression into some obscure topic that only interests two people in the meeting would set you back some $50 with much annoyance and no benefit. Would that be worth it?
Closing thoughts
Meetings are an “art”, not a science, and I doubt anyone can ever achieve the perfect meeting attitude. Yet, meetings can be unwieldy and it is easy to get trapped in patterns that feel unrewarding, a waste of time, or even frustrating altogether. In this blog post I hope I gave you some useful ideas about how you could try to mitigate that, and I'm curious to know if any of it is useful to you :).
In addition, this post is part of a new series (Boffins' Office). So again, I will be gauging the interest and take that along in my decision whether to write follow-up posts or not.
For subscribers I have a reference to an external book that I really like, and of whom I met the author in person recently.
Credits
Header from Maxpixel (CC0 Public Domain).