There is one person who holds the secret to eliminating bad encounters: It’s chief. “Excellent meeting leaders think differently. They recognize that when you call a meeting, you’re a steward of others’ time.” Being a responsible steward way, you attention. You wish to honor the time of others. So while research indicates that 50% of agendas are recycled, you would not do this, as you will not dial it in.
- Go for the smallest quantity of participants possible. In other words, no spectators, no people that are there”only to listen” One approach to include a gathering, suggests Rogelberg, would be to”consider inviting individuals for part of the assembly but not it all, which means that you are able to keep the assembly lean and not waste people’s time”Sometimes, overstuffed meetings will be the result of the leader not wanting to leave people out, even if they’re not essential. This urge is well-intentioned. Rogelberg states,”Among those things we see in our research is that when individuals are not invited into a meeting, they find that just as debilitating because they fear they are being excluded.”
The way to deal with this quandary? Don’t invite them but share meeting notes with them afterward — they’ll feel attached, and they can read the notes and contribute their input as they see fit. The more time that elapses, the more they will feel as though they’re afterthoughts.
- Make people feel appreciated and welcomed. Greet the attendees and introduce people who don’t understand each other. And there is one easy ingredient that can instantly improve morale: Food. “Among the best predictors of fulfilling satisfaction around the world are bites,” states Rogelberg.
- Break from the one-hour box. Which means if you scheduled it for a shorter amount of time, you’d probably still get all done. What’s more, he adds, “psychological research suggests that if teams are under a little bit of pressure, they perform optimally and they’re more concentrated.” Another way to cut meeting length would be to perform a standing-up assembly instead of a sitting-down one. Rogelberg says, “The quality of the outcomes is exactly the same, but standing-up meetings require half a time.”
- Switch up assembly formats. For instance, go for a walk. Research indicates that when you do a walking meeting, people report higher satisfaction and even more imagination. He supplies a few rules of thumb to ensure their success: Limit them to three or two participants (like you); warn people beforehand so that they’re dressed to have a walk; and also make sure — beforehand — which the assembly content does not require presentations or laptops.
The following twist: Change how brainstorming happens. If you’ve people brainstorm in silence in meetings — recording their thoughts on paper or via a program — they create nearly twice as many ideas, and those ideas tend to be creative and innovative as people aren’t filtering says Rogelberg.
- Shake up the agenda — instead of organizing it by topic, organize it by questions. Today you have a litmus test for deciding on who actually has to be there because their fundamental task is answering the questions. In addition, you have a much better understanding of when to finish the meeting since the questions have been answered. And you know what meeting success seems like — the queries are answered in a persuasive way. If you can’t generate queries, that’s your hint the assembly does not need to happen.
- Periodically evaluate encounters. The people who lead meetings tend to be biased, according to Rogelberg; they invariably think they have gone even when they haven’t. What can be done? Do you have any particular ideas to enhance them?”Asking these questions isn’t sufficient, of course. By simply making a few tweaks, you could drastically change your encounters — and change people’s days. While we often think about meetings as being areas of drain, meetings can be places of profit when done right.