Is every meeting productive?

Meetings, the quintessential element of modern work culture, often walk a tightrope between productivity and time-wasting. In the corporate world, meetings are seen as vital tools for collaboration, decision-making, and brainstorming. However, not all meetings are created equal, and their effectiveness can vary greatly. The question arises: Is every meeting productive?

The short answer is no. While meetings have their place in fostering communication and alignment within teams, many factors can hinder their productivity. Let's delve into some of these factors and explore ways to make meetings more efficient. It has been noticed several times that after Covid-19 outbreak, schools and colleges spend too much time in meetings. It feels like meetings consume the day. Some meetings we arrange, others we just attend. Regardless, we’re likely to think of much of that time as unproductive. Let’s discuss ways to make any meeting we plan or attend more productive and effective.

First, one caveat. Only schedule, or hold, a meeting that is thoughtfully planned and implemented. If there is no need for a meeting, or if there is nothing of substance on the agenda, give people the gift of time and cancel the meeting. Nothing is worse than a meeting that lacks purpose or for which there is no need.

Obviously, a crucial part of an effective meeting is having a set of meeting standards or operational norms. This includes basic decisions such as seating arrangements. Moreover, we have to set firm start and end times, and stick to them. This shows that we respect the participants’ time. If the meeting is lengthy, plan for a break, but again, we need to set a time and adhere to that. Let us be sure that any speaker knows his or her allocated time and stays within those parameters.

Let us ask ourselves before the beginning, how will we maintain our group memory about our discussion and decisions? Do you want to use charts posted visibly in the room, or will you have someone record notes? Consider using technology to facilitate meeting discussion or decisions, and post links for participants. Moreover, we can develop guidelines for discussion. It’s important to embrace a collaborative model for discussion. Allowing adequate wait time in response to questions, asking open-ended questions, and giving everyone a chance to speak are critical elements of a collaborative discussion. We often use a “parking lot,” which is simply a poster in the room. Participants are given sticky notes, and if there is a question or discussion item that is off the topic, they write it on a note and post it in the parking lot. You can revisit those items at the end of the meeting if there is time, or you can discuss them individually or at another time.

A crucial part of an effective meeting is having a set of meeting standards or operational norms.

Another point to note is to make sure that we are conducting a meeting to discuss and identify options and alternatives for a problem, or to make a decision as an end result. Is this a regularly scheduled meeting like a staff meeting or school improvement team meeting? Are there issues that need discussions and resolutions, or is this a meeting to update people on issues? If we want to bring a group of stakeholders together to gather input, that is appropriate, but if they believe they are meeting to make a decision, then our meeting begins with a conflict, and it is less likely to be productive.

At this juncture, once the purpose is clear, plan the specific agenda. It’s important for participants to have a clear idea of what will be discussed. If the agenda is to be developed collaboratively, plan for that in advance. Indeed, an agenda can also help budget time appropriately, so each item is addressed. We can also consider whether our agenda allows for adequate discussion to inform the decision.

Most importantly, prior to the meeting, we have to determine the role of the group in terms of decision making. Is the task of the group to make a decision? Perhaps it is to make a recommendation or to study the issue. Is the decision-making body clear? For example, will the decision be made by the principal alone or by the principal with input? Possibly the goal is for the decision to be made by the administrator with staff consensus or by the staff with administrative input. Or the decision may be made by the staff by consensus or by the staff by a majority vote. Each of these strategies is appropriate for certain situations. Lack of clarity about decision making leads to misunderstanding and mistrust. As we determine who will make the decision, we also have to consider the timeline for the decision, and make that clear to participants.

Eventually not every meeting is productive, but with careful planning and execution, their efficiency can be significantly improved. By setting clear objectives, streamlining attendee lists, fostering engagement, and facilitating effective communication, organisations can maximise the value of their meetings. Moreover, a culture of accountability and follow-up ensures that decisions made during meetings translate into tangible results. Remember, the goal is not just to have meetings but to make them count. Thus good meetings are always interactive and provide for balanced participation.