For Happiness, Less Really Is More: 6 Creative Ways to Actually Subtract
Less activities result in greater time for reflection. Fewer belongings mean more space in our homes. A smaller number of friends translates into deeper relationships.
Less activities result in greater time for reflection. Fewer belongings mean more space in our homes. A smaller number of friends translates into deeper relationships.
Meetings should have as few people as possible, but all the right people
Charles W. Scharf, American executive
We all have more meetings to attend than we prefer, especially if some of them don’t represent the best use of our time.
Even though meetings are vital to the execution of projects and initiatives, it’s important to be thoughtful about attending. One simple question works:
Is each meeting on your calendar the best use of your time this week?
If not, then explore whether you decline attending, send a replacement, or attend only the portion of the meeting for which you are a critical content provider.
There are four key elements in creating and maintaining the freedom to decline.
The person calling the meeting always has the final word. In a world with too many meetings, it’s tempting to simply not show up. But this is about being responsive and reliable. Letting people know that we prefer not to attend is about both standing up for ourselves and giving the meeting leader an opportunity to convince us to attend.
Set up permission not to attend ahead of time with your boss or team leaders who call the bulk of meetings which you attend. In the best of circumstances, this is a conversation your boss or project leader initiates. Granting permission not to attend isn’t because they don’t want you to at the meeting. Rather it’s a gift they provide because they realize everyone is managing a unique set of priorities, and the freedom to choose where you spend your time this week is best left up to you.
Only call meetings that are necessary to discuss things that matter. If every meeting to which you were invited advanced your important initiatives and projects, not attending wouldn’t be an option you would choose often.
Only invite those who are necessary to make progress on each topic. Too often we err on the side of inviting too many people, fearful that someone will feel left out. Let your organization know that you are going to err on inviting only the minimum required, then make it clear they can invite themselves if they see it’s a meeting they don’t want to miss.
If you choose not to attend, you are responsible to:
In other words, you give up all rights to slow the progress on any topic simply because you chose not to attend. You are still responsible for making things work.
Now, with this background, what meetings do you need to decline next week? And for those meetings you call, what can you do to make sure they are a good use of people’s time?
It has to be an awfully good meeting to beat having no meeting at all.
Boyd K. Packer, American evangelist
- Paul Axtell, author of Make Meetings Matter: How to Turn Meetings from Status Updates to Remarkable Conversations
Sweeping research suggests the future is bright and we are rethinking, resetting and reimagining our futures for the better.
I'm curious about other people. That's the essence of my acting.
I'm interested in what it would be like to be you.
Meryl Streep, American actress
Hello, Paul,
I’ve spent 10 hours in the last month observing leadership team meetings. One scenario happened in each meeting---someone expressed a view or a concern and someone resisted it or countered it. And what happened next was always the same, the person making the point expressed it again only with more energy and emotion. And this cycle of expression and resistance repeated until eventually they gave up and became passive in the meeting.
Recently I read an article that asked current and past baseball managers for the advice they would give a rookie manager.
One comment that resonated with me came from the current Milwaukee Brewers manager, Craig Counsell:
I would just say doing your best to understand everybody’s perspective that you run across on the day. Like, What are they dealing with? What does the media think when they come into your office? What is [the General Manager] thinking when he comes into your office? I think understanding their world and their goals helps you be a little better at it.
It reminded me of a day I spent at the Smithsonian Institution talking with the woman in the ombuds role about conflict resolution. Eventually, she and I settled on what was most missing: listening—specifically to make sure people feel they have been heard.
Hearing people out is a prerequisite for moving forward. That means no arguing or resisting or problem solving or reassuring, but rather taking it all in so they feel heard. Until you understand how they perceive the situation, you won’t get anywhere.
This level of listening requires us to remind ourselves that we don’t know anyone else’s reality. It requires a shift from knowing to being interested and curious. It’s difficult to listen when you think you already know how things are or what they need.
It’s easier to listen fully when your intent is to learn about people:
This is something to keep in mind as we interact with family, friends, and colleagues. Even though we think we know what makes them tick, we don’t know what they are thinking in this moment, in this conversation.
You don’t know what it’s like to be me.
Tom Petty and the Heartbreakers
Perhaps it’s time to slow down and see if we can get closer to understanding what is going on for them right now.
Stay curious,
Paul
Resistance is futile. Star Trek
- Paul Axtell, author of Make Meetings Matter: How to Turn Meetings from Status Updates to Remarkable Conversations
Sweeping research suggests the future is bright and we are rethinking, resetting and reimagining our futures for the better.