Meetings need to be rare and awesome
Meetings are bad ๐ Decline meetings you don't need to attend ๐ Not only does it free up your time, but it also sets a positive example in your organization. Encourage colleagues to prioritize and show
Meetings are bad ๐ Decline meetings you don't need to attend ๐ Not only does it free up your time, but it also sets a positive example in your organization. Encourage colleagues to prioritize and show coworkers & managers the value of respecting each other's timeโ๏ธ Worried about declining your boss's invite? Try this: "Hi, I'm currently focused on finishing the WTF-9 project on time. If you think I'll be more productive in the meeting, I'll attend, but maybe I should concentrate on the deadline?" ๐ฏ Prioritize wisely and see the change!ย
OK, we are done. But just in case you need the longer version, here it comes.
Meetings Need to be Rare and Awesome
Today, I met a former customer's employee. This person expressed frustration about his company's meeting culture. "We have so many meetings, but the worst part is that when we finally leave the meeting room, nobody knows the conclusions or our goals."
This sentiment reminded me of a quote from Matt Mullenweg, CEO of Automattic, with whom I worked for about six years. He claimed, "Meetings need to be rare and awesome," it sparked a reflection on the pervasive meeting culture many of us know all too well.
Ever find yourself in a WhatsApp group with other managers and leads, collectively venting about daily meetings that absorb a significant portion of your workday? The chorus often echoes how these "dailies" are more time-consuming than effective (understatements โ don't we love them?).
One participant in one of these groups made an intriguing suggestion: why not hold a "daily" just once or twice a week and have short, daily conversations (conversations, not 1:1s, not meetings, but CONVERSATIONS!) with each team member separately? This has been my modus operandi for years, and I saw some eyebrows virtually rise at the concept of "daily 1:1s".
Here's why a daily meeting with more than three participants can be counter-productive
Shared responsibility: With numerous people involved, it's easy for participants to assume others have everything under control, often leading to daydreaming and a lack of focus.
"Not my problem" mindset: I don't know about you, but when I'm entrenched in my projects, I prefer not to concern myself with others' issues. I'm focused on unresolved bugs, a model that refuses to converge, and a pending report. So, it's no surprise people often tune out and concentrate on their tasks.
As a result, people become bored and unproductive, sneakily checking emails and social media while draining the company's time and resources. They're not just unproductive during the meeting but also before and after (โcause you wouldn't start anything serious half an hour before a meeting and โcause you need a coffee break to recover and a minute or ten to vent your frustrations with other colleagues).
But what if we take that alternative approach and have short, individual conversations with our team members?
No shared responsibility: With a one-on-one chat, you know 100% of the attention and responsibility is on you. This pushes you to be as creative and focused as possible.
I'm the center of the world: Since the conversation revolves around the team memโ problems and needs, they're more likely to stay engaged and feel heard.
A more personal touch: These short conversations create a deeper connection between you and your team members, fostering a more supportive and understanding work environment.
Practical tips for better meetings
The best meeting is not having a meeting at all. I'm a massive fan of asynchronous communication. I helped build async communication routines in two companies. Feel free to contact me (boris@gorelik.net) if you need any advice.ย
Don't invite people to your meetings unless their presence is crucial.ย
Ensure they have the right to opt-out.ย
To enforce these two points, include a note in the meeting invitation that explains their roles. For example,ย "Dear team, please find the attached invitation. Alice will provide us with a project X retrospective, Bob will give the IT insights, and Charlie will ensure we're on a budget". This approach will force you to consider each person's contribution to the meeting, help them prepare, and allow them to opt-out ("Dear Boris, the IT department has nothing to contribute to this discussion, I think I'll pass. Bob").
Experiment with opting out from every mass meeting to which you've been invited ("Dear Boss, I've received this invitation to a meeting with six other team members. I am currently working on project X. Do you think I could skip the meeting to concentrate on meeting the deadline?)
Keep group meetings to a minimum, focusing on essential topics that require collective input and decision-making.
Schedule (bi-)weekly check-ins instead of daily meetings to give your team members more time to focus on their work and come prepared with updates.
Embrace short, daily conversations with individual team members to address their concerns, provide guidance, and maintain a strong connection.
To sum it up, let's take a step back from the monotonous daily meetings and rethink how we engage with our teams. By making meetings rare and awesome, we can foster a more productive and supportive work environment that truly benefits everyone involved. So, fellow managers and leads, are you ready to shake things up and make your meetings matter? Let's do it โ one awesome meeting at a time!