In terms of talent management, the term “meeting” may be the antidote to all the things we’re trying to improve. I’m talking about engagement, retention, productivity, ownership, collaboration. Is there even one of us who hasn’t been reduced to a state of what a waste of my time in at least one meeting in the past month? An MIT study on meetings found that we hold some 11 million meetings during one typical workday in the U.S. alone. And the next time you’re doing that surreptitious under-the-desk Googling on your smartphone, search for the annual “time wasted at work” survey. In 2014, 24% of respondents said that they felt like they wasted time in too many meetings and conference calls. And we’re all sick of it.
From a talent perspective, the problem is that meetings are doubly terrible when they’re bad. Not only are they a waste of the company’s time, they’re a waste of the employee’s time, and they have a pernicious way of up-ending our sense of shared mission into a sense of shared suffering. Witness the ritual great escape: we’re all sitting there, silently acknowledging our tacit acceptance of the utter lack of productiveness of the hour (or three) when, finally, the facilitator says, Great, so I think we’re done here. Suddenly, everyone in the room lights up. Ergo, stampede.
We have more tools and toys at our fingertips than ever to fix this, but how do we choose a meeting format for this new era that drives engagement and supports mission and transparency? Take a look at these tips:
Make the friendlies count. We’re become a bit brusque in this day and age: we’re used to rushing into conference rooms or chat rooms, hopping from bullet point to bullet point, dispensing with niceties. Particularly in the culture of the new workplace, where we’re working in text-time with lightning fast responses, there’s little time for small talk. But that’s a facet that alienates, not engages: you’re just waiting for your turn to offer your piece, and then when it’s over, you tune back out. Let’s borrow some etiquette from China, where they spend time making small talk deliberately, shifting into business gradually, and only when everyone has gotten the chance to smile and say something trivial.
Make the space safe. Physical space or virtual space, the same conditions apply. This one has enormous ramifications as well: if attendees are sitting on their hands rather than bringing up an issue, it’s not really a meeting. This is a matter of psychology, not technology, but it’s critical — or can be. It also speaks to transparency and the expectations that millennials and the coming younger generations have of their employer. And let’s face it: nothing says, “faking it” more than shutting down dissent or tricky questions in a meeting.
Meetings are certainly the canary in the coalmine: in an authentically transparent company, they reflect everything about that company, including its message and mission. So let’s make them count and we’ll all feel much better.
A version of this post was first published on Forbes on 10/30/15.