Employees detest meetings. I always have. Perhaps it is the sitting still part that disturbs me. Similar to your employees they probably accomplish most in your meetings. That is when they are free to check Facebook, answer email, complete projects while you ramble on.
For a guy who said he would never be able to lead an organization Peter Drucker learned quite a bit by keen observation. He asserted, which I agree, that “a common time waster as malorganization, of which meetings are a symptom.”
“Meetings are by definition a concession to a deficient organization. For one either meets or one works. One can not do both at the same time…There will always be more than enough meetings…Every meeting generates a host of little follow-up meetings—some formal, some informal, but both stretching out for hours. Meetings, therefore, need to be purposefully directed. An undirected meeting is not just a nuisance; it is a danger. But above all, meetings have to be the exception rather than the rule. An organization where everybody meets all the time is an organization in which no one gets anything done. Wherever a time log shows the fatty degeneration of meetings—whenever, for instance people in an organization find themselves in meetings a quarter of their time or more—there is time-wasting malorganization.”
Managers spend three fourth of their time in meetings.
Meetings don’t have to be resented assuming they are meaningful to employees. Here are tips:
Keep meetings running on schedule, make the topics relevant to the employees in the room (or on the conference call), and be willing to ask for and accept input from their subordinates.
Engagement, characterized as an upbeat, fulfilling state of mind among working employees, leads to higher levels of commitment, drive, and willingness to learn from colleagues and supervisors.
Engaged workers have been shown to perform better and work harder, with significant, positive impacts on a company’s bottom line.
Make meetings specific to employee goals and to conduct sessions that started and ended on time. In other words, “What’s in it for me?”
Doing so engages employees and builds trust by conveying a sens of respect.
Demonstrate you have acted on previous employee suggestions.
Make meetings a safe place for employees rather than an entry for rebuke.
Apply a confidential survey to assess how well meetings are conducted.
Permit employees to conduct meeting in order to teach leadership skills.
Meetings should facilitate the overall mission of the organization and empower employees.
Adapted from Matt Palmquist Meeting Employees Halfway. Read full article.
Jim Woods is a leadership development and training consultant deploying his unique abilities in character based training and strategy.
Jim is president of InnoThink Group a human resources and leadership management consulting firm | Skype ID – jim.woods79 http://www.innothinkgroup.com Click here to schedule an appointment.m. He has an absolute passion for people development and are constantly refining and adapting his programs in order to ensure that they have the maximum impact on those we serve.