Management has to learn the value of sharing information

Q

I work for a financial services company and often have to attend meetings where the senior management express their latest ideas. The problem is these ideas are hardly ever translated into actionable decisions, or indeed follow-ups that give me and others an idea of how they wish us to put their views into practice. It seems to be more a case of them trying to show each other how smart they are and I feel these meetings are a total waste of time. What can I do? ZH, Abu Dhabi

A

In many organisations today, people struggle under the sheer volume of meetings they need to attend, often leaving them with a sense it was not time well spent. Indeed, employees spend about 31 hours in unproductive meetings a month, according to software company Atlassian.

Your senior managers may assume that their idea-sharing is for the good of the company, but may overlook the effect poor execution of those ideas is having on productivity, engagement and overall focus.

In today’s business world, where there is constant striving to do more with less, the need for well-run meetings has never been higher to minimise the costly expense of resources and time.

Meetings are vital for effective management and communication in any organisation. When effectively conducted, meetings allow for creative new ideas and initiatives to emerge as well as improving productivity, increasing motivation and saving time.

They help to build relationships and ensure the proper exchange of information. So it is important that everyone who attends a meeting fully participates and takes ownership of what transpires.

Any meeting should have a clear purpose and desired outcome – such as discussion, planning, decision-making or feedback. The agenda should be shared in advance. It is also important to invite only those whose presence is essential so that no time is wasted and to close each meeting with absolute clarity on what has been agreed.

Steve Jobs had a Directly Responsible Individual designated to each item on every meeting’s agenda, according to a Harvard Business Review article titled Two things to do after every meeting. Not only did he want to set clear instructions, he also knew that public accountability would ensure things got done.

The article also stressed the importance of clear and concise notes being sent out after each meeting and that commitments are followed up.

As this is seemingly not occurring from your senior management, ask for more of what you need. First gain clarity about what the expected outcomes of meetings.

Ask for direction on subsequent steps and allocate responsibilities for these. Decide how and when the follow-up will take place and how it will be shared.

You also refer to ideas that are hardly ever transferred into actionable decisions. Without proper execution from leadership, they will remain just that – ideas.

Effective meetings provide the vehicle to ensure that the right vision and goals are discussed, debated and agreed.

As the execution of a plan unfolds, meetings are necessary to monitor progress, identify challenges, evaluate what is working and what is not, and to make adjustments as and when needed.

Meetings also serve as important forums to keep those who are on the front line doing the hard work feel that they are connected and aligned to the bigger plan. They are useful if undertaken correctly to sustain high levels of motivation and buy-in by acknowledging and celebrating achievements.

Doctor’s prescription

Consider how you may be able to contribute to making meetings more streamlined, meaningful and productive to make better use of everyone’s time.

Ask for clarificatio and set an example by taking ownership and responsibility for actions. Stick to your commitments and keep momentum going with regular follow-ups.