Hello community members,
How many of you walk out of a meeting with the feeling, that it was sort of a wasted of time? And how many of you would love to change that?

I am studying Business Administration and Managment at the University of Krems, Austria. The work assignment of our design thinking class is to evaluate the successrate for a process design concept. As long-time listener to the MT-Podcast, i'd hope to find the right experts for discussions here.

In my eyes there are three phases in regards to a business meeting, where things can go wrong:
  1. Preparation - wrong people, uncomplete agenda, no goals
  2. Execution - not in time, no focus, inconsequent moderation
  3. Documentation - incompete actions, no responsibles / due-dates

I would love to hear your experience on what can go wrong in a meeting. What have you done in order to increase your effectiveness in execution of your meetings.

Or in other words: what do you hate the most about meetings and would love to be improved.

In advance, thank you for your valuable time - looking forward for some discussions.
regards, Johannes

[edit] as i can not find the 'reply in pubilc, i had to edit the post to add a few lines:

I know about the pre-wireing a meeting or communicate DISC style. But explaining these to the hosts of the meetings i am participating would take way to long until getting good results. And might be potnetially not effecitve in case i have no rolepower or in case my knowledge is precieved as irrelevant - still it is worth a try.

I am just curious, if there is some sort of a 'short-cut' in getting good results by following a dead-simple process in order to get the meeting done in an effective way. And by that have the MT-tools speak for themselves as an explanation for why the outcome for the meeting was effective.

GlennR's picture

This topic has been covered extensively on this site in both podcasts and forums so I won't repeat any of that. I will tell you that 35 years ago when I took my first full time position after college, my first boss drilled into me this:

"If nothing changes as a result of a meeting, that meeting was a waste of time."

That has influenced my meeting planning skills ever since. Therefore, I always ask: "What do I want to see changed as a result of this meeting?" Everything else follows, timing the agendas, briefing the speakers, lining up support, etc.