In complex companies, we are connected to many teams and networks. The people we work with (at Global Integration) tell us they spend about two days per week in meetings and conference calls and 50% of this is irrelevant.
This means that many of us spend 8 years of our career in unnecessary meetings and calls – and some weeks it really feels like it!
In this episode Kevan Hall focuses on reducing the number of meetings and improving participation in those that remain.
We would love to hear your stories about your worst (or best) meetings. Your stories and questions will help shape future episodes.
If you would like us to help apply this process to your meetings, call Global Integration
I am heading out to Malaysia and Singapore now for a couple of weeks vacation so no more posts till after the 12th August. If you are having a break too – turn off your mobile phone and ignore those emails – enjoy.
Kevan Hall, CEO, Global Integration
i have a question…. I have always believed that having all the people in the meetings, is better, because it’s easier to make things happen when everybody know where we stand…
So… how can we find a good balance in star groups, when people don’t kow what the status of the project is, and then you lose too much time putting people up to speed…?
What do you think???
You may use a spaghetti team just for the kick-off to make sure everyone is on the same page then move more into group mode for the implementation.
If you are truly a group you don’t really need to be kept up to speed unless something requires you to do something. in that case, picking up the phone to that individual is much faster than waiting for the next meeting.
Why not ask your colleagues which bits they need to know and how much is relevant to their work?