There’s an old joke: How many people does it take to change a light bulb?
Ideally, just one. If more are needed, maybe those changing it aren’t very bright. (Pun intended.)
Now consider this: How many colleagues do we need in a meeting to execute plans effectively?
More than one, of course – but if your meetings regularly exceed 7 attendees, it’s worth asking: Are we very bright?
Complaining about bloated meetings won’t fix the problem. And generic “Meeting Protocol Guidelines” will have a limited impact. The real issue usually runs deeper: A lack of trust in the culture.
At the next over-attended meeting, start the meeting by showing up as the leader you are, by saying something like: “I understand the interest in this meeting. We all have a responsibility to improve efficiency and productivity. And let’s be honest: This meeting has too many people.”
Then issue a challenge: “Let’s cut attendance by half.” (Or whatever you feel is necessary). Then ask three questions that build trust – while letting colleagues experience the joy of missing the meeting:
- What do we agree is the sole purpose of this meeting?
- Who has a direct role in achieving that purpose? (Some may argue for exceptions—before question #3.)
- For those stepping out, what do you need from us so you can step away with confidence? (Hint: They likely want to know what problems you’ll be solving, how decisions are made, and how you will determine subsequent action items.)
(Adapt these questions to fit the unique tendencies of your culture.)
Your organization has plenty of problems to solve. How many colleagues does it take to solve each one?