Bad meetings are easy to recognize. They are unproductive, unfocused, and a waste of time, and leaders can spot them a mile away. Unless, of course, they are the ones who set the meeting.
When leaders refuse to see the problems with their own meetings, they perpetuate a cycle of frustration for everyone involved. Ultimately, they suffer a financial hit from the time and resources wasted on bad meetings.
It’s time to wake up, argues Steven Rogelberg, author of “The Surprising Science of Meetings: How You Can Lead Your Team to Peak Performance.” In a recent Harvard Business Review article, Rogelberg advises leaders to take a hard, objective look at their meeting strategy and seek external feedback on their strengths and weaknesses in this area. From there, he offers guidance on two critically important meeting factors: preparation and facilitation.
“Leading meetings might seem like a small part of a manager’s job. But positive change in this one arena can lead to real gains for companies and their employees,” he writes.