Beatings? No, Meetings Will Continue Until Morale (and Efficiency) Improves

We’ve all been in meetings that seem to be stuck in an unending loop of “discussions” going nowhere while simultaneously ratcheting up everyone’s emotions as the minutes past dinner continue to climb. You stand to leave as you reach your limit and declare, “It’s past my bedtime”. If only there was a way to make meetings more efficient!

The gold standard for meeting organization is “Robert’s Rules of Order”, the original having been published in 1876 and currently in it’s 12th edition (https://robertsrules.com). It’s quite the tome at over 800 pages, which makes sense given that it’s meant to be a complete procedural guide. If that feels like overkill for your 5-person weekly department check-in, there’s an “In Brief” edition available meant for just such cases. Our focus today will be less procedural and more on the squishy human side.

People are social creatures who generally prefer friendly conversation over stiff formalities. This will be your primary hurdle as left unstructured most meetings will migrate from handling business to visiting. My first recommendation is to intentionally schedule social time before and after the meeting. You may have seen this communicated as “doors open” and “doors close” times on event announcements. Or you can break the fourth wall and label it “social time”. Either way, explain its purpose to your attendees and make it clear that its optional. Most will appreciate having it; these meetings may be the only time they see each other, but for some its just business and they won’t want to feel pressured into awkward conversation.

Intentional social time is best paired with my next tip: begin the formal portion exactly at the advertised start time. This will encourage everyone to arrive on time (or ideally early), and might allow you to finish early. (Who doesn’t like that‽) If your attendees are used to a loose start time it might seem jarring at first, but if you break the fourth wall (again) and explain why you’re doing it, you shouldn’t have many arguments. If you have late arrivals, don’t interrupt the flow or pause to catch them up. Its their responsibility to arrive on time, and failing that its their responsibility to catch themselves up. Again, it won’t take long to normalize a hard start time. I also recommend advertising and sticking to a hard stop time as well. The nice thing about a stop time is that its only definite in one direction; you don’t have to stick to it if you’re done early. It’s primary purpose is to reassure everyone that the meeting won’t get drug out. Evening meeting attendees with young children at home will be especially grateful.

If this is starting to feel like a lot of details to keep track of, fear not, for there is a solution invented long ago: the formal meeting agenda! I’ve included a basic template below, but an internet search will provide a cornucopia of formats and options. My rule of thumb is the longer the meeting, the further in advance you should provide an agenda. As a starting point I aim for a week / 5 business days for any longer than an hour. You’ll also want to include any written reports and statements. This will be another item you may get some pushback on; many will be used to delivering verbal reports with very little prep. Written versions have several advantages (see my previous posts on the importance of writing things down, especially “Writing Things Down Is For Boys Too”), including giving attendees a chance to review and absorb the information before the meeting, keeping the reports concise, and making inclusion in the minutes much easier. I also like to include statements on old and new business items, which takes us into the next, and possibly most controversial, item.

Alongside social visiting, one of the biggest time-eaters in meetings is “discussion”. In my opinion (here comes the controversial part), meetings shouldn’t have discussions, only decisions and formalizations. All discussion should happen before the meeting. For example, let's say a new piece of equipment needs to be purchased, and an official vote is needed to do so. The next business meeting is not the place to discuss this. Options, pros and cons, bids or quotes, and most importantly, opinions and emotions surrounding the decision, should be hashed out and aired between stakeholders in an informal fashion on their own time. Billy and Sally don’t need to have a shouting match about the colour options while everyone else awkwardly stares at their shoes in the middle of the weekly stand-up. They can have their cat fight in the privacy of the HR office or at the local Timmies. I make a bit of an exception for what I call “statements”, though with tight controls. If Billy acquiesces to Sally’s demands to buy the blue model instead of the yellow one but still wants his oppositions known, he might be tempted to unleash a rant if, during the meeting, the chairperson says something like, “Anyone have any thoughts on this equipment purchase?” Chances of this happening are high for business items surrounded by high emotions, such as layoffs or budget cuts. This is where the statement can be a powerful tool to give everyone most of what they want. Have those who wish to create brief written statements. Your pitch to them is that it can be included in the agenda with all the other important business, everyone will see it (even those who can’t make it to the meeting), there’s no chance of their opinion being misrepresented, and it can easily be included in the minutes. You can optionally allow them to read their statement aloud during the meeting, but keep tight control on this. Again, emotions may be running high, and someone hearing their nemesis vocalize an opinion they disagree with may be enough to set them off. Make it clear that the statement will be read for the record, and no responses or discussion will follow, as discussion has already happened.

I’ve mentioned the chairperson a few times. This person should be, without question, in control. They should have absolute dictatorial power over the meeting, and importantly, over who has permission to speak. Anyone who disagrees with this power can be asked to leave. It sounds harsh, but a meeting without a human “talking stick” will fall to those without the social awareness to refrain from interrupting, or those willing to be the loudest. Have the chairperson wield their omnipotence for the good of the people.

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Example Meeting Agenda:
Meeting Title
Organization / Team / Group Name
Meeting Date, Start Time, and Stop Time
Meeting Location
Chairperson
Participants / Invitees

Order of Business:
Call to Order / Start
Approval of previous minutes
Approval of reports
Old business
New business
Adjournment

Appendices:
A: Previous Minutes
B: Report 1
C: Statement from John Doe on Business Item 1
D: Quote for Business Item 2