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Throughout my career, I've had a love/hate relationship with one unavoidable part of the average office worker's life: meetings.
As a reporter, I was often sent to cover meetings for the newspaper, handling everything from city councils and school boards to legislative committees and utility commissions. I've sat through hundreds of hours of such meetings, dutifully taking notes and searching for stories to write.
Occasionally I'd get a decent story out of a meeting. Sometimes I'd get an idea for an even better story. But often, I'd wonder why I went. I'd leave the meeting feeling frustrated, commenting to my sympathetic reporter wife, "There went another three hours of my life I'll never get back."
Flash forward a few years, and I became an editor, managing teams of writers. While still not a huge fan of meetings, I am now the person not only running them but also forcing others to attend them.
With this new perspective, I must grudgingly admit that meetings are not inherently evil. It's just that we rarely do meetings right, and that means we end up wasting precious time. For someone who is always looking for ways to improve his or her own work-life balance and to support others in their similar quests, such time-wasters are public enemy No. 1.
I know I'm not alone in feeling this way. For example, one woman on the team I manage now is so famously opposed to meetings that we've jokingly named the art of skipping a get-together after her.
For further evidence, I offer the results of a recent survey by Robert Half Management Resources, a provider of finance, accounting and business systems professionals on a project and interim basis. The survey, which was conducted by an independent research firm, was based on interviews with more than 400 U.S. office workers age 18 and older.
Those workers were initially asked, "In general, what percentage of the time you spend in meetings is wasted?" The mean response was 25 percent.
Would you agree that, for every hour you spend in a meeting, about 15 minutes is wasted? I probably would.
As a follow-up question, people were asked which mistakes meeting leaders most commonly made. Two responses tied for the top spot: "not having a clear purpose or agenda for the meeting" and "not sticking to an agenda." Those two were followed by "not ending on time," "not starting on time" and "inviting people who don't need to attend."
Before I go any further, I must confess that I've been guilty of all of these meeting sins. And I'll probably commit similar transgressions in the future.
However, I try to avoid these problems. When I started my new career about three years ago, I was holding a weekly one-hour meeting with my team. After a while, I realized that much of that time was filled with updates that could be handled in smaller groups, so I cut the meeting back to once every other week. I was thrilled to give my team the gift of time, and no one has ever complained that we're not meeting often enough.
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