It’s Friday afternoon, and your team is filing into the conference room, mumbling and grumbling as they take their seats for yet another meeting. An hour passes and the meeting comes to a much-anticipated end, leaving everyone involved wondering why the meeting was held in the first place. After all, the usual suspects dominated the discussion, and the same ideas that came up in last week’s meeting were once again batted around. No one seemed to write anything down, and no one agreed to put anything discussed into action. If this kind of ineffective meeting sounds familiar, you’re not alone, says Kimberly Douglas. It’s a problem that plagues many organizations—but it’s also one, she adds, that can be remedied.

 

“In these tough economic times, every second of the work day is valuable,” says Douglas, author of The Firefly Effect: Build Teams That Capture Creativity and Catapult Results. “None of it should be wasted in meetings that seem to go nowhere or that are plagued by conflict or lack of participation. I have sat through countless meetings myself—some great, and some not-so-great. But those that weren’t so great could have been so much better with just a little more effort. If leaders know how to conduct better meetings, those meetings can actually become time well-spent—time that increases employee productivity, participation, and innovation.”

 

The question of productivity is a huge issue when it comes to meetings. According to a Microsoft survey of over 38,000 employees, almost 70 percent felt that the average 5.6 hours they spend each week in meetings are unproductive. Another survey conducted by OfficeTeam had 28 percent of its 150 senior executives responding that meetings are a waste of time. Furthermore, 45 percent of respondents said they believed their employees could be more productive if meetings were banned at least one day a week.

 

“In too many companies, meetings have become a way for leaders and their employees to simply go through the motions,” says Douglas. “If a new initiative is being implemented or new product ideas are needed, the feeling from management is often, ‘Well, let’s have a meeting. At least it will seem like we are doing something.’ Unfortunately, not enough thought goes into how to conduct those meetings. Having a meeting, in and of itself, is not a bad idea. In fact, meetings can be the most engaging and thought-provoking times of the day for leaders and team members alike. The key is avoiding those pitfalls that sink a meeting’s productivity.”

 

If it’s time for a meetings overhaul at your organization, read on for Douglas’s ten common meeting pitfalls and how you can fix them:

 

What’s the point? A common problem with many meetings is that they’re scheduled with seemingly no clear objective in mind. Douglas suggests that you run through a pre-meeting checklist before putting it on everyone’s schedule. First, ask yourself whether the meeting is even necessary. Could the information you want to provide be just as easily presented in an email? What do you want to accomplish with the meeting? Will reaching that accomplishment really require a group decision?

 

If you ask yourself these questions and decide that you do need to have the meeting, next consider who should attend. Design an agenda for the meeting. And clearly communicate any prep work that needs to be done by the participants beforehand.

 

Where’s the agenda? Remember the last time you actually received an agenda in advance of a meeting? Likely, you immediately had a higher perception of whether that meeting was going to be a waste of time or not. Once you know who will be attending the meeting, you need to finalize the agenda. A quality meeting agenda includes:

• The date, time, and location of the meeting
• The meeting’s objectives
• Three to six agenda items, accompanied by how long they’ll take to discuss and who the discussion leaders will be
• A clear explanation of the prep work that should be completed before the meeting

Note that it is okay to use standing agenda items from meeting to meeting—such as “Company Overview,” “Industry Trends,” “Strategy Discussion,” “Review of Metrics,” “Results,” and “Problem Solving”—as long as you also include the length of time allotted for each item and who will be leading the discussion. Send the agenda out as far in advance of the meeting as possible, and then re-distribute an agenda/meeting reminder 48 hours prior to the meeting.

 

Conference room overcrowding. Would you attend a meeting if you didn’t know why the meeting was being held and why you, in particular, were invited? Often, too many people who don’t have a clear understanding of what role they are supposed to play are invited to meetings. Those in attendance need to know if you want them to be an expert, an influencer, or a decider.

 

“When you’re creating your meeting participant list, think about the meeting’s purpose,” says Douglas. “Does Stan from Accounting really need to be in on the next marketing meeting? Does Barbara in HR need to know what is expected of the sales team for the next quarter?”

 

The meeting will seemingly go on forever. Now, that might be an exaggeration, but that exact thought will be crossing the minds of those attending a meeting that seems to be going nowhere. When the eyes of attendees start wandering to watches, BlackBerries, and wall clocks in an attempt to see exactly how much time they’ve spent in the meeting and to estimate how much more time will elapse before they can get back to their long to-do lists…you’re in trouble.

 

“Providing a meeting agenda will go a long way toward solving this problem,” says Douglas. “When attendees know exactly when a meeting will be over, they won’t spend their time internally speculating about when they can leave. Create a reputation for yourself as being a meeting leader who starts and ends on time, every time. And if you do need to extend the meeting’s length, ask the group’s permission before doing so.”

 

The meeting becomes a free-for-all. Anyone who’s ever attended a meeting or led a meeting knows that it doesn’t take long for things to get off track. The best way to avoid losing control of the conversation and the meeting as a whole is to set some conversational ground rules right away. Make it clear to those in attendance that the ground rules will be used to ensure that everyone’s time is well-spent. Then select four to six rules based on the unique needs of those attending and your specific meeting objectives. A few possibilities include, “Everyone participates,” “Speak in headlines” (to prevent attendees from rambling), and “Police yourself—Am I participating too much or not enough?” etc. Keep the rules front and center. You may even want to write them on a flip chart to display during the meeting. Or, once they’re established, you can include them in the actual agenda.

 

Big talkers eat up all the time. Every meeting has them: those people who love to let everyone know they are the most important people in the room, have the best ideas, and have a comment to make on every subject. Your conversational ground rules should help keep your big talkers (or big-headed!) in line, but there are other ways to ensure that one person doesn’t dominate. First, don’t let big talkers sit at the front of the room or the back center of a U-shape. This definitely gives them a feeling of being on stage. In fact, you may even want to use assigned seating for the meeting. (If you decide to use assigned seating, change the assignments for each meeting, and if you are the leader, change where you sit each meeting.) Doing so will also prevent big talkers from sitting next to a buddy. Big talkers tend to feed off of one another, and separating them will help reduce their excessive input

 

Conflict kills productivity. An important thing to keep in mind is that effective meetings aren’t necessarily free of conflict. In fact, conflict can be a good thing, and it should be valued by those attending any given meeting. The key is not letting it get out of hand. Douglas advocates viewing conflict as “creative abrasion,” a phrase coined by the president of Nissan Design International, Jerry Hirshberg. Here’s a metaphorical explanation of how it works: Picture two tectonic plates on the earth’s surface—your way and my way, perhaps—grating against each other. Many people know that when this kind of friction occurs between plates, earthquakes often ensue. But what happens when these two plates—or viewpoints—come together?

If the environment is right, they create a mountain—a third viewpoint that is a product of the first two approaches and that is grander, loftier, and more powerful than either one was on its own. In other words, conflict is turned into synergy.

 

No one knows who’s making the decisions. So your meeting is nearly over, you’ve discussed everything on the agenda, and you’re ready to send everyone on their ways. Unfortunately, no one is quite clear about what they’re supposed to be doing or who is going to make that decision. “As the leader, you don’t have to be the one making all of the decisions, but you do have to make sure the decision-making process is clear to everyone,” says Douglas. “Decide what the best decision-making process is at the beginning of the meeting based on the criticality of the decision, time constraints, and the need for buy-in. Will a group compromise be necessary? Should everyone vote and defer to the majority’s decision? Will it be better to build a consensus and go from there? Or should you, the leader, make the call? The best method is going to depend on what exactly the meeting’s goal is.”

 

No decisions, commitments, or next steps are captured. Too often, meetings end and everyone simply goes back to business as usual without putting anything that was discussed in the meeting into action, or without even knowing what they personally should do. If you keep the format for capturing what went on in the meeting simple, you have a much greater likelihood of getting it done and getting it distributed quickly. There is no simpler way to record what went on than by writing on a flip chart the WHO, WHAT, and BY WHEN of the directives discussed in the meeting.

 

“Do a round robin with everyone recapping what they are accountable for delivering,” says Douglas. “Good questions for the leader to ask to get people thinking about the impact of the meeting include, ‘Who wasn’t in today’s meeting who needs to know what we decided today?’ and, ‘How are we going to communicate this to them?’ Once decisions have been made and everyone knows how they will be communicated, set the date, time, and location for next meeting, making it clear that all will be responsible for reporting on the results of this meeting’s action items at the next meeting. And always distribute a brief meeting summary within 24 hours of the meeting. The meeting summary will reinforce to everyone that results are expected.”

 

No meeting evaluations are performed. For many organizations, meetings have simply become something that employees feel like they have to get through. They think that all they need to do is sit through the meeting, and then they can get back to the task at hand. A great way to ensure that this isn’t the mindset of those in your organization’s meetings is to do proper meeting evaluations.

 

“You don’t have to wait until a meeting is over to evaluate,” says Douglas. “A great strategy is to do a process check at least once during a meeting. Have everyone assess the four Ps:

• Progress. Are we achieving our goals?
• Pace. Are we moving too fast or too slowly?
• Process. Are we using the right tools/methods?
• Pulse. How is everyone feeling—frustrated, satisfied, energized?

“The process check will allow you an opportunity to get everything back on track if the meeting isn’t going as planned. Then at the end of the meeting you can do a plus/delta evaluation. This evaluation allows you and meeting attendees to assess what worked well in the meeting (the plus) and what could be improved for the next one (the delta). Don’t look at meeting evaluations as a throwaway step. They are key to ensuring that your meetings are consistently well-organized and productive.”

 

“I believe wholeheartedly that a team meeting can be the most productive and exciting time in that team’s life,” says Douglas. “Unfortunately, too many organizations meet for the wrong reasons or have simply fallen into a going-through-the-motions meeting style. By implementing a few simple tools, you can breathe life back into your meetings.”