![]() ![]() All should fit the focus and goals of the meeting, and simple changes can make a big difference. When executives talk about “fixing meetings,” they often mean meeting hygiene-things like the agenda, who participates, their roles, meeting norms, and materials. It has also found that workers’ feelings about meetings correlate with general job satisfaction. ![]() Research has found a connection between meeting behavior and market share, and between innovation and employment stability. When our colleagues looked into the ripple effect of a single regular senior review meeting, they found that something on the order of 300,000 additional hours were put into its planning and preparation over the course of the year, the equivalent of roughly 150 full-time employees. On average, senior executives devote more than two days every week to meetings of three or more colleagues, and 15% of an organization’s collective time is spent in meetings, Bain research has found. Taken together they build an integrated operating rhythm that becomes the heartbeat of the organization.Įxecutives spend a lot of time in meetings, and far more goes into planning and preparing for them. When working well, meetings can be a highly efficient and effective forum for robust discussion and debate, an opportunity for executives to align on future action, commit to it, and hold one another accountable. Meetings might look and feel a bit different these days-“you’re on mute!”-but they are still the primary forum for executives, live or virtually, to share important information, collaborate, gather input, monitor results, and make decisions. The first law of thermodynamics states that energy can’t be destroyed, yet most executives can point to meetings on their calendars that would seem to refute that rule. ![]()
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