I was required to hold staff meetings, as there were often important things to be communicated to my staff of 6 from The Mother Ship. (The Mother Ship was communicationally challenged when it came to those not higher on the food chain.) I held them weekly at 12:30 on Mondays, when we were freshest. (Once a week meant less stuff to deal with. Second shift came in at 12:30, and the rest of us were ready for lunch by 1pm.) We did a round-robin so everyone was current on each other's tasks/challenges. The "agenda" was each staff member's name after mine, rotated as to who got to go first. I asked that no one bring "treats," although beverages were OK. I took notes and distributed them that afternoon. Sometimes we got out before 1pm. It worked well for us--much better than the all-afternoon-enduro monthly meetings at The Mother Ship those of us at my level were required to attend.
I think that Parkinson's Law was designed specifically to apply to meetings.
I was required to hold staff meetings, as there were often important things to be communicated to my staff of 6 from The Mother Ship. (The Mother Ship was communicationally challenged when it came to those not higher on the food chain.) I held them weekly at 12:30 on Mondays, when we were freshest. (Once a week meant less stuff to deal with. Second shift came in at 12:30, and the rest of us were ready for lunch by 1pm.) We did a round-robin so everyone was current on each other's tasks/challenges. The "agenda" was each staff member's name after mine, rotated as to who got to go first. I asked that no one bring "treats," although beverages were OK. I took notes and distributed them that afternoon. Sometimes we got out before 1pm. It worked well for us--much better than the all-afternoon-enduro monthly meetings at The Mother Ship those of us at my level were required to attend.
Good post, Al. If we recognize that time is an important asset (if not the most important), then it's time to take a smarter approach to meetings.