In a recent McKinsey survey, 61 percent of executives said that at least half the time they spent making decisions, much of it surely spent in meetings, was ineffective. And just 37 percent of respondents said their organizations’ decisions were both high-quality and timely.
Part of the problem is that productive meetings require planning. The other problem is that some meetings should not be held at all.
Some meetings, but not all, have topics or agendas that hint at goals. But less often do organizers clarify whether the meeting is meant to share information, discuss it, or decide something.
“It may seem rudimentary, but we can all recall meetings (and large-group meetings in particular) where the lines between sharing, discussing, and deciding were blurred or absent—or where the very purpose of the meeting is unclear, as was true of the healthcare company’s growth committee and its ever-expanding list of discussion topics. In such situations, meetings may begin to seem frustrating and even futile,” McKinsey consultants note.
No comments:
Post a Comment