There is SO MUCH advice out there about how to run meetings, and most of it is just useless.
It’s not that the advice is wrong, per se. It’s just not specific enough.
- Background: The thinking behind the taxonomy
- The 16 Types of Business Meetings
- Table: Summary of Types
- Example: How Different Types of Meetings Work Together
For example, it’s not wrong to tell people they need an agenda with clear outcomes listed for every topic. It just doesn’t apply to a lot of situations. A detailed agenda for the one-on-one with my boss? For the sales demo? For our morning huddle? Yeah, I don’t think so. For the board meeting or the requirements analysis meeting? Absolutely.
Sometimes an organization has a pervasive problem with meetings. People complain that there are too many meetings, nothing gets done, it’s wasted time, it’s all power and politics instead of productivity—and they start to look for solutions. They find lots of generic advice, and they find lots of this kind of drivel:
Crushing morale, killing productivity – why do offices put up with meetings?by Simon Jenkins for the Guardian September 2017
There’s no proof that organisations benefit from the endless cycle of these charades, but they can’t stop it. We’re addicted.
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