How to Fix Meetings E-Book

Graham Allcott

• Herausgeber: Icon Books
• Kategorie: Fachliteratur
• Sprache: Englisch

Veröffentlichungsjahr: 2021

Beschreibung

'An accessible thought provoking book that offers something of interest to anyone responsible for organising (or participating in) meetings.' Jackie Weaver, Chief Officer of the Cheshire Association of Local Councils Zoom fatigue? Calendar full of meetings that could just be an email? Online and offline, too much valuable time is wasted in meetings. Often little advance planning takes place, resulting in productivity drains rather than productivity gains. Providing realistic and practical advice, productivity professionals Graham Allcott and Hayley Watts show how to reduce the amount of time you spend in meetings, and ensure that the ones that you do attend are genuine opportunities to collaborate and get things done. Learn how to hold and attend meetings where the focus is on the outcome; get to grips with the 40–20–40 Continuum, so that only 20 per cent of your attention for each meeting is spent in the meeting itself – the rest is in the preparation and the follow-through; and understand when it's necessary to say that you won't be attending – and how best to do so.

Leseprobe

How to Fix Meetings

Meet Less, Focus on Outcomes and Get Stuff Done

Graham Allcott and Hayley Watts

CONTENTS

TITLE PAGE1.WHY MEETINGS ARE BROKEN2.THE SOLUTION3.BEFORE THE MEETING4.DURING THE MEETING5.AFTER THE MEETINGEPILOGUEACKNOWLEDGEMENTSAPPENDIXABOUT THE AUTHORSCOPYRIGHT

1.

WHY MEETINGS ARE BROKEN

THE PROBLEM WITH MEETINGS

‘Let’s have a meeting.’ Four short words that conclude many a work conversation. What follows is often a sinking feeling. ‘Ugh. Another meeting. There goes another hour of my life that I’ll never get back, and another hour of my productivity down the drain.’

Well, the mission of this book is to spark change. Our goal is that the next time someone says: ‘Let’s have a meeting,’ your immediate reaction is: ‘Fantastic! What a brilliant opportunity to get things done!’

For the last decade or so, our company Think Productive has been working with some of the brightest and best organisations in the world, helping them to make space for what matters. That includes cutting down on unnecessary meetings and making sure that when a group of people do need to meet, it’s as efficient, dynamic and productive as possible.

Our philosophy is pragmatic. We don’t believe in four-hour work weeks or magic silver bullet solutions. We know that meetings can be important spaces to change the world, and that not every meeting is a waste of time. But we also know that every meeting has the potential to waste our precious time if it’s not done right.

Productivity is about clearing the clutter to make space for the things that truly add value. So we start this book with two simple premises:

Meetings matter. Some of the most satisfying, company-changing, pace-setting or productivity-boosting moments we can remember in our working lives came in the middle of a well-executed meeting. You can probably think back to some of the defining ‘moments of truth’ in your own career and see the power that came from a group of people 4together (physically or virtually) identifying a solution, or hitting on an idea, finally reaching consensus, or having that painful discussion so that you could all move on. Good meetings create a momentum that email and collaboration tools often cannot. And great meetings can even be powerful, life-affirming moments of human connection. If you can’t think of a meeting you’ve experienced that fits that description, we know you’ll start to see this in action by the time you’ve worked through the exercises in this book.Lots of meetings don’t matter at all. You can probably quite easily recall a great many moments spent in someone else’s boring, frustrating and unproductive meeting. We know that most of the organisations we work with have too many meetings, and clients don’t miss them when we help to cut a good chunk out of their schedule. Strangely, having fewer meetings also has a positive effect on the meetings that are left, giving everyone the time and headspace to make them more useful and fulfilling.

BAD MEETINGS WASTE OUR TIME

If you’re tired of your diary being full of back-to-back, sub-optimal meetings, then you’re not alone. A Harvard Business Review survey of senior managers in a range of industries found that 65% of people said meetings kept them from completing their own work, 71% said meetings were unproductive and inefficient, 64% said meetings came at the expense of deep thinking and 62% even said that meetings missed the opportunities to bring the team closer together (which is probably the number one argument you’ll hear from back-to-back meeting apologists).1 Reclaiming even just a small amount of those hours for you and your team members would be a huge productivity boost.5

As so much time is wasted in meetings, it’s no wonder that enthusiasm isn’t at its highest when we get an email invitation for the next one – meeting fatigue is real. And it’s a downwards spiral: the busier everyone becomes, the less time there is to make the next meeting any different, and the less effort you want to put in.

• REMEMBER•

Aim to do less meetings, but do them well. Done well, they can create real impact. Done badly, they are a drain on time and energy.

THE COST OF MEETINGS

Meetings are expensive. A study by the Wall Street Journal found that the average employee spends 31 hours a month in meetings, with more hours lost to meetings the more senior they are. CEOs typically spend 27 hours of their week in meetings (and their hours are expensive!).2

There are two costs to the company: the first is each person’s salary as well as the costs of the space or online platform, the supporting infrastructure and so on; the second is the lost opportunities when more impactful work is neglected.

THE ATTENTION CRISIS

The challenge of productivity in the information age is how best to use our attention.

Do we have your complete attention right now? Take a moment to pause and contemplate that question. Be honest. We wouldn’t be too surprised if the answer was ‘no’. You have hundreds of things competing for your attention: from colleagues to phone 6notifications; from adverts to big ideas; from friends and family to your own inner monologue.

Attention – not time – is our most precious resource. It’s the key to high performance and productivity in both work and life.

Organising and prioritising our thoughts brings the clarity needed for action, yet managers regularly tell us they view solo thinking-time as a luxury. But in a world where everyone’s attention is so fragmented, we’d like to contend that it’s an opportunity for competitive advantage. We overcome procrastination and come up with our best ideas when we make the space to think.

The same is true for great meetings. It’s our ability to focus our attention – our hearts and minds, our problem-solving skills, our ideas – with other people that creates change, momentum and those ‘moments of truth’.

Right now, we are living through an attention crisis. Technology and information overload play their part, training our attention to be more fragmented. You may think you have a fairly balanced relationship with your phone, but the science around what they do to our brains is pretty astounding. A recent study by the University of Texas at Austin found that a smartphone can sap attention even when it’s not being used, even if it is on silent, and even when powered off and tucked away in a purse or briefcase.3 And if you think you’re good at ignoring your phone, you might be surprised to learn that even the notification noises, such as vibrations or alerts, are just as distracting for your brain as physically picking it up and using it.4 This has dire consequences. One study found that the average British adult’s attention span is now just five minutes and seven seconds, compared to twelve minutes a decade ago. It also found that younger people – traditionally thought of as having ‘fresher’ brain power – were outperformed by the over 750s, suggesting a link between lifestyle, phone usage, and wider attention span.5

What have you gained and lost over the last decade or so, as information overload has taken hold? You may love your phone and find the convenience far outweighs the negatives. You may find that you’re regularly nagging yourself to make some changes and have a healthier relationship with technology or social media. What’s clear is that the spaces in between activities are shrinking.

As a result, we have less time and space for thinking, reflection, noticing our own emotions, casual daydreaming and a myriad of other things. We’re also more afraid of empty space. A joint study by Harvard and the University of Virginia found that one of the most terrifying things for people is being alone with their own thoughts, and that 67% of men would choose to self-administer electric shocks rather than be left alone in a room with nothing but their thoughts for fifteen minutes.6

Our need to be constantly connected to the outside world, checking our messages and notifications, can cause us to struggle to pay attention to our work, including the meetings we attend and the actions we should be completing. We need to make changes to improve both our productivity and our well-being.

THE MISSED OPPORTUNITY TO CREATE MAGIC

The frustrating thing is that in a world of fragmented attention, we need good meetings more than ever. Meetings should really be the force creating clarity, change, momentum, consensus and power in your team, your organisation, and indeed in the wider world too.

In our work, we have seen profound moments where previously conflicted teams have come together, and moments of inspiration 8that changed the direction of entire teams. We’ve also worked with leaders for whom good meeting practice was second nature, where even seemingly unmemorable meetings contributed to creating trust, accountability and respect within the team. These meetings often followed a particular structure to create a rhythm or ritual, and used techniques that we’ll talk about throughout this book. But at their heart was something even more important: they were a place for truly listening to others.

Great leaders create a meeting environment where giving your fullest attention to your colleagues and to each tricky situation is a pre-requisite. It takes skill, practice and care, and it creates the kind of environment where standards are extremely high, where everyone is challenged to perform at their best and where ideas are scrutinised, disagreements are aired calmly and where empathy and understanding can easily flourish outside of the meeting space, seeping into the day-to-day culture of emails, Slack and rushed WhatsApp chats.

Humans – even the introverted ones – are tribal creatures. We feel good when we belong, when we are part of some bigger endeavour that we believe in, when we feel like our contribution is valued by others. This is why creating great meetings is as exciting as freeing our time from the terrible ones – because giving your fullest attention to someone is the most generous thing you can do in the world.

In fact, we believe that how humans ‘do meetings’ can also be part of a wider force for change. Learning to pay attention generously has obvious benefits to human interactions: it breeds the good forces that are lacking in our world, like empathy, vulnerability, kindness and connection. It lifts those around us, from co-workers to cashiers and cab drivers. Our invitation to you is that you don’t just see this book and the principles within it as a way to make your 10am team 9meeting better. Focusing your attention can have profound effects on all areas of your – and others’ – lives.

THE THINK PRODUCTIVE APPROACH

You may be wondering what experiences have led us, the authors, to a place where we’re writing a book about meetings and attention. So just briefly, here’s who we are and what we do.

THINK PRODUCTIVE: THE ATTENTION-MANAGEMENT COMPANY

Graham set up Think Productive in 2009, and since then has been working with some of the biggest, brightest and most interesting companies in the world. Before joining Think Productive, Hayley worked in a range of organisations, where she could see, from an outsider’s perspective, the waste of time and energy that resulted from poor meeting practices. Hayley’s particular interest within Think Productive is helping us to put that right for our clients. We’ve worked with teams at many of the biggest businesses on the planet: Amazon, Google, eBay, the Bill and Melinda Gates Foundation, Volkswagen, British Airways, PayPal and many more. We’ve also worked with smaller organisations, start-ups, charities and government departments. The point of this is not to brag about our CVs, but to say that we’ve seen a particularly wide range of working cultures: strict to supportive, controlling to loose, dictatorial to facilitative.

What unites all of the organisations we’ve worked with is that they’ve recognised, either through smart intuition, conversations with supervisors, or harsh employee engagement survey results, that their people are drowning – not just in information, but in tasks, many of which are complex and require decisions to be made around them. These tasks often compete with one another for time 10and attention, and for many people just deciding where to start and what to do next is a daunting decision. We’ve helped by running workshops showing employees how to get their email inboxes to zero, how to fix their meetings and of course how to get organised and ruthless like a Productivity Ninja.

Following the workshops, our clients often ensure that their employees maintain our key principles by sharing Graham’s bestselling book, How to be a Productivity Ninja, among their teams. If you’ve not read it, we’re going to quickly summarise the nine characteristics of the Productivity Ninja, which we will refer back to throughout the book. These characteristics form a toolbox of skills that you can use in different situations in your work (and life in general), providing a framework for efficient working habits and behaviours. It’s likely there are some characteristics that you’re already very good at, and others that it will be helpful to develop. If you’re reading this because you’re already a fan of How to be a Productivity Ninja, then you might want to skip the next couple of pages, but you might also like to use them as an opportunity for a quick reminder.

THE 9 CHARACTERISTICS OF THE PRODUCTIVITY NINJA

ZEN-LIKE CALM

As we’ve already alluded to here, our job is no longer about how we manage time, but how we manage our own attention. Zen-like calm is the mental state that produces focus and results. It’s about being present, in-the-moment and doing one thing at a time. It’s easier to do this when there’s one big deadline looming (we can tell you this from experience as we write these words!) but much harder to do with 200 possibilities and competing priorities. The trick to this is getting all that stuff out of your head by using a ‘second brain’ which acts as your external memory (because our own brains are terrible 11for this!). This way, you can use your real brain for the stuff you are really good at: prioritisation, strategic thinking, decision-making and creativity. A second brain is like a more sophisticated to-do list. It could be written on paper or be an online tool. It brings different layers of thinking to your workload, enabling you to make better decisions about what to do next, and ensuring nothing is missed. More on this in Chapter 5.

RUTHLESSNESS

Having a ruthless mindset is vital for productivity and it’s particularly pertinent to meetings, as you’ll find out in the next chapter. Being ruthless with decision-making, saying ‘no’ to the stuff that gets in the way and recognising our own ability to procrastinate are all important components of ruthlessness. We will explain how to protect your attention by ruthlessly cutting yourself out of unnecessary and bad meetings, as this is vital to provide the space for the stuff that matters more.

WEAPON-SAVVY

Using tools in a savvy way, where you don’t get distracted by shiny apps but use things that genuinely make your life easier, is of course a key aspect of productivity. The biggest opportunity for most people is to use an app as your ‘second brain’. And when it comes to meetings, there are key tools like Doodle to help schedule them, or Meetings Timer to help keep track of the cost.

Since the Covid-19 crisis of 2020, meeting online has become the norm for many companies, with even the most face-to-face cultures embracing the technology. In this new era of online meetings, being weapon-savvy is as important as ever. 12

STEALTH & CAMOUFLAGE

Part of managing your attention is knowing when to be open and available versus when to be head-down and focused. One of the ideas we share a lot with our clients is ‘tactical hiding’: spending some time offline, making yourself deliberately less contactable, for the sole purpose of protecting the times in your day when you have what we call ‘proactive attention’ – your best energy and focus.

UNORTHODOXY

As you’ll find out, we’re also fans of doing things in unusual ways. Normal will get you average results. Normal is boring, too. Taking risks to try new things and mess with the status quo can help lead to more memorable meetings, spur the creativity for impactful solutions and keep work interesting.

AGILITY

In an age where shifting priorities can make work feel like it’s in a constant state of flux, one of the most important skills, particularly for senior leaders, is the ability to be agile. We often need to drop everything to focus on some big catastrophe. If you’re not in a state of emergency, one of the smartest things you can be doing is preparing for the next one – by keeping your ‘second brain’ and administrative systems lean and up to date, and by scanning the horizon with purpose, looking for where the next set of problems might come from. When you share your energy and attention with others in meetings, you will need agility to adapt to the different personalities and emotions of participants, and to help focus people’s minds on the task at hand.

MINDFULNESS

Mindfulness meditation provides a route for us to experience what it’s like to be truly in the moment. This is a vital skill for anyone looking to give their attention generously and to create meaningful 13conversations and interactions (as much in general life as in meetings!). Mindfulness is also very useful in helping us spot when our pesky ‘lizard brain’ – that irrational but highly tuned survivalist part of our brain – is freaking out or trying to encourage us to avoid the necessary conflict or discomfort in front of us. Being more mindful is often the best way to spot the more awkward, human elements that come into play when we’re managing ourselves – those moments where we know exactly what we should be doing, but where procrastination and avoidance take hold and there’s a gap between intention and action. (And don’t try to convince us that you never procrastinate or avoid anything – it happens to us all, and it’s nothing to be ashamed of, as long as we have the awareness to bring our minds back to focus when needed!)

PREPAREDNESS

As you’re about to find out, great meetings – like all great work – rarely happen by accident. Planning ahead with care, being organised and getting the details right is all part of helping things go smoothly. Whether you love colour-coded folders or not, structure and order is what actually facilitates spontaneity and creativity. We like to see preparedness as giving your future self a gift: so when the pressure is on, you’ll be really glad you already prepared the right documents and know where to find them now.

HUMAN, NOT SUPERHERO

With all the above characteristics under your belt, everyone else in the office will probably think you’re some kind of superhero. But we know that high performers recognise they are human and embrace their fallibility. Not aiming to be perfect all the time makes our successes all the more remarkable and our failures all the more explainable. And when we recognise our weaknesses and accept imperfections, we pave the way for innovation and productivity to flourish.14

HOW TO USE THIS BOOK

In this chapter, we’ve focused on why attention and mindset should be at the heart of fixing meetings. In the next chapter, we’ll offer some solutions – both to help you cut down the time spent in bad meetings and to make the meetings you still need as productive as possible. Then in the following three chapters, we’ll focus on all the practical stuff that you can do before, during and after meetings to promote the generosity of attention that can transform meetings, your team and even the world.

If your meetings don’t change the world, or at the very least the world directly around you, something’s not right. But you can make a difference.

‘Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.’ – Margaret Mead

Throughout the book there’ll be practical exercises. We know lots of people skip the exercises, but please don’t! We want to help you actually create change, rather than just read about the potential change. If you’re pushed for time, focus on the exercises that either draw you in or repel you – we find that that’s the best guide for where to put your attention.

And before we move on to the next chapter, it’s over to you. Let’s get thinking about your experiences of meetings so you can see what you’re working with. 15

EXERCISE: HEAVEN AND HELL

One of the things we often ask clients in workshops is to think about their ‘meeting heaven and meeting hell’ – the best and worst meetings they’ve attended – and their general feelings about the role of meetings in the culture of their team or organisation. Spend a few minutes here considering your own answers to the following questions:

What you’ll need:

Access to your calendar

How long it’ll take:

About 15 minutes

Mindset:

Reflective

Meeting heaven:

► What was the last truly great meeting you went to? What made it great?

► When you think of someone who holds great meetings, who do you think of? What exactly do they do to make them great? 16

► Can you think of a time your own workload became clearer or easier as a result of a meeting? Why did that happen?

Meeting hell:

► What was the ratio of useful to less-than-useful meetings you went to in the last week?

► What are the hallmarks of a terrible meeting for you?

► What would you be doing instead if no meetings were allowed on Mondays, Tuesdays and Thursdays, and you suddenly had the whole of those days free in your calendar?17

YOU WILL KNOW THAT YOU ARE FIXING MEETINGS WHEN:

► You aren’t spending all of your days in back-to-back meetings.

► Meetings aren’t always scheduled for an hour; in fact, they are as short as can be.

► The meetings you attended last week were a priority over the work you didn’t get finished.

Notes

1. ‘Stop the Meeting Madness’ by Leslie A. Perlow, Constance Noonan Hadley and Eunice Eun, Harvard Business Review, July–August 2017: https://hbr.org/2017/07/stop-the-meeting-madness

2. The Wall Street Journal quoted in Hubspot, ‘You’re Going to Waste 31 Hours in Meetings This Month’, Corey Wainwright, 12th June 2014: https://www.wsj.com/articles/the-science-of-better-meetings-11550246239

3. ‘The Mere Presence of Your Smartphone Reduces Brain Power, Study Shows’, UT News, 26th June 2017: https://news.utexas.edu/2017/06/26/the-mere-presence-of-your-smartphone-reduces-brain-power/

4. ‘Cell Phone Alerts May Be Driving you to Distraction’, Florida State University, 9th July 2015: https://www.fsu.edu/indexTOFStory.html?lead.distraction

5. ‘Stress of Modern Life Cuts Attention Span to Five Minutes’, The Telegraph: https://www.telegraph.co.uk/news/health/news/3522781/Stress-of-modern-life-cuts-attention-spans-to-five-minutes.html

6. ‘Why is Being Alone with our Thoughts so Hard?’, David DiSalvo, Psychology Today, 9th August 2014: https://www.psychologytoday.com/us/blog/neuronarrative/201408/why-is-being-alone-our-thoughts-so-hard

2.

THE SOLUTION