6 min read
Meeteor’s Tai Tsao outlines some simple but effective strategies both managers and employees can use to get the most out of meetings they aren’t able to attend.
Meetings are a necessary part of working in an organization and with a team. They bring management and employees together, consolidate ideas, and form an essential part of operating and coexisting in a business environment. Being prepared for meetings ahead of time and making an effort to keep them focused and concise are two keys to keeping them successful and efficient.
Meetings don't have to be long to be productive, either. We explored how one of our customers condensed their weekly meeting time from four hours to only 30 productive minutes with the help of their Jostle® intranet in a recent case study.
In their quest for better meeting efficiency, the team at Meeteor questions the assumption that managers need to be present in every meeting. Time is limited and work needs to move forward, so too many meetings can become harmful rather than helpful. Meeteor’s Change Management Specialist, Tai Tsao, shares questions managers and employees can ask to determine if a manager really needs to attend that meeting, and provides strategies to help them stay involved when the answer is “no.”
By Tai Tsao | originally posted here
If you’re a manager overwhelmed by the number of meetings you have each day, you’re not alone. Many managers’ schedules are consumed with meetings – meetings with upper management, team members, clients, and so on.
If you’re a team member who needs to schedule meetings that include your manager, you may feel frustrated by your manager’s lack of availability and have to wait longer than necessary to move work forward.
Many organizations operate under an unspoken assumption that managers need to attend every meeting that remotely applies to them. This is a flawed assumption that breaks down under scrutiny. In fact, questioning this assumption can lead both managers and employees to have more sane, productive, and enjoyable workdays.
Time is limited. Managers and employees need to find other ways to provide input and stay informed of meeting content, without attending every meeting.
Here are four questions that address the larger issue of manager meeting attendance:
The assumption that managers (or anyone for that matter) needs to attend every meeting may be driven by several factors from both management and employees –fear of missing out, anxiety that a job get done well, a need for control, a need for authority in the room, and a stagnant company culture. Don’t let these factors stop you or your organization from trying to create a healthier culture. If a manager decides that she will not attend a meeting, she still needs to stay engaged in these two ways:
Both managers and employees can follow these actionable steps to change their meeting culture for the better.
It’s vital that organizations have open and honest conversations about expectations for meeting attendance. Establishing a set of meeting norms that includes definitions of essential personnel for various types of meetings is a great start to addressing many of these issues.
How do you decide which meetings to attend? Are managers in your organization attending too many meetings? Does your organization have a policy or procedure to determine who should attend which meetings? What’s a quick next step to start changing this habit of overactive meeting attendance? We’d love to hear your thoughts!
Meeteor helps leverage meetings to drive productivity, build a healthy company culture and achieve greater results. Meeteor's robust solution includes web and mobile apps, coaching, and skill-building workshops. Follow Meeteor on Twitter at @meeteorHQ.