Meetings are a necessary part of everyone’s working life. Whether it’s with clients, suppliers, colleagues, bosses, unions, policy makers: we all need to have meetings to work together, come to decisions, or share information. In many organizations, meetings have become the main way for people to interact with each other.
Several studies show that people spend 30-50% of their time in meetings, and consider at least a quarter of them a waste of time. To address this waste, many books, tools, checklists, and trainings have been conceived on how to conduct effective meetings. Often, they are about how to hold an effective meeting. Sometimes they also deal with the most important questions:
- What is the purpose of this meeting? Is the topic really important?
- Is a meeting the right way to address this topic, or can it be done by one or two people on their own?
- Who are the people that absolutely need to be involved? (and skip the rest)
Yes, I am stating the obvious. It is not revolutionary at all. Everybody knows this, and agrees with it. So why are the number and length of meetings not reduced? What is the underlying human behavior?
Several years ago, I was in a meeting where the management team discussed the color of the carpet of the new building. As I didn’t feel strongly about the topic, I removed myself from the heated debate. Looking around the boardroom, I wondered whether these men and women had imagined doing this when they were in their late teens, early twenties. Had they pictured themselves in a stale meeting room, passionately discussing the color of the new carpet?
I guess not.
At that time, would they have believed that in their forties they would spend more than half an hour deciding whether it should be a light or a dark shade of blue?
Again, probably not.
So, what happened to them along the way? What had changed, that twenty five years later, they were heatedly defending their take on the color of the carpet? Why was it so hard for them to realize, before or during the meeting, that this was not the most effective use of their time?
Because many people always have an opinion, together with the natural urge to share it. Especially in response to hearing someone else’s opinion. Take politicians, doctors, teachers and the like. A few decades ago, they were put on a pedestal, and very few people would question their professional decisions. Nowadays, we all feel we can question everyone, every time, everywhere.
In general that’s a good thing. We should not doggedly follow others, just because they are considered the expert. But we also don’t need to voice, or even have, an opinion on everything, always. Whether it’s about politics, other people’s lives, or the color of the carpet.
The good news: the reduction of the number and length of meetings lies in our direct power. Just by asking ourselves whether we can add value. We should realize that deciding on the shade of blue for the carpet is not adding value in any way. And then remove ourselves from that discussion, and be content with the outcome.
Next time when you’re having a meeting, really ask yourself the three questions above. Determine whether you and the other participants really can add value by having the meeting, or whether you’re just deciding on the color of the carpet.