Done with Meetings? Humor & Other Tips to Make Them Worth Your Time

Not long after starting my first role in research, I began to spend a considerable amount of time in meetings. Although necessary because of my consultative role, I found that the frequent interruptions affected the quality of my work. In many cases, I really didn't need to be there and my input could have been communicated without my physical presence. I began to avoid them — and would go to great lengths to do so. (Some of these meetings required a plane ride. I recall sitting on a late flight to New York, cursing under my breath.)

In many of these meetings, nothing was decided — or accomplished. I really couldn't wait to dash out the door.

Although we require the face-to-face interaction that meetings afford, we need to ensure that meetings work for us — and not against us. (Much of meeting time is in response to organizational structure and communication issues, which need to be addressed. See more from Bain about where we go wrong here.) As you might guess, the collected cost of bad meetings is astounding. To say the least, we need to make better choices concerning the quantity, and quality, of time spent in meetings.

Here are a few strategies to keep in mind:

• Avoid meetings post-marathon. I've recognized that the cumulative hours of sleep in the room, was positively correlated with the quality of the outcomes. Calling together an already exhausted group of contributors is essentially an exercise in futility. If possible, recess and meet the following morning when everyone has had a chance to recharge.
• Know who is in the room. Yes, I'm aware you know everyone's name — but if you've called the meeting, it is your responsibility to really know them. How do they contribute most effectively? I've sat next to brilliant contributors, who would never compete for the spotlight in a meeting. The result? They sit silently. Send a note before the meeting asking for ideas and input. Many will thank you for the opportunity to collect their thoughts, before hand. You'll likely have a better feel for what needs to be addressed.
• Inject humor. Recent research tells us that lightening up the mood in the room, enhances productivity. Studies have been investigating the link of humor with performance, and have noted that the presence of humor in a meeting (defined as a joke, followed my laughter, etc.) triggered not only positive social-emotional changes — but new solutions to problems. Better yet, longer-term outcomes were shown to be of higher quality, as well. Yes, it's really alright to tell that (appropriate) anecdote.
• Send out that agenda. If you desire quality input from meeting attendees, allow them the opportunity to know its purpose. Send out that agenda and be specific. It may not cover all that ends up being discussed, but it does allow others to determine if they have something to offer the conversation. (This also lets others know, they really do not need to attend.) That is saved time and money.
• Give up your devices. A huge issue in meetings today is our tendency to multitask. (This is even more of a problem during conference calls.) This divides our energy — leaving less time to focus on the goals of the meeting. Simply paying attention to the issues at hand can do a world of good. Give the time you've allotted to the meeting, the respect it deserves.
• Track the time spent. Of course, the ultimate solution is less meetings of greater value. So, if you can collect vital opinion or make a decision through another method — take that option seriously. Above all, monitor the time you and your team spends in meetings, and adjust accordingly. (See some great time tracking apps here.) The number may surprise (and horrify) you.

What strategies do you employ to make meeting time valuable?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Thought Leadership at Kilberry Leadership Advisors, Toronto/NewYork. You can also find her on Twitter.