Cut to the Chase: Keeping Meeting Discussions Concise and Relevant

We've all been there: that moment in a meeting when the dreaded question is asked, "Any questions, comments, concerns?" And we wait. We look around and see the people we're certain have been waiting at least forty minutes to shoot that hand right up in the air and talk non-stop for twenty minutes about the fact that the snack machine in the lounge will only accept coins. Nothing is more frustrating, both in executing a meeting and attending one, than a person like this, who intends to veer the conversation directly off course at the first opportunity. As meeting planner, you wonder how you could have prevented this and what can be done in the future to let people know that this meeting is not the time to bring up concerns over the need for a 3:00 snack.

Set Limits

It may seem semi-elementary school but setting limits on what is discussed at meetings is the only way to be certain you will not end up running two hours over. Deliver a specific and timed itinerary to attendees. Even with a strict itinerary, the urge to speak up will still be there for some. A simple answer to the individual whose concern is the snack machine would be to suggest that she meet you in private to discuss it. I realize that some will be only planning the meeting and not presenting at it, but that doesn't mean you can't make a difference in curbing these types of instances. Record these types of instances in the minutes from the meetings and bring to your boss' attention the amount of time that is wasting on discussing such obscure subjects.

Identify the Show-Boaters

The show-boaters at meetings are those who say things for no reason other than attempting to look good in front of their peers and superiors. Pay attention to the individuals who feel like they need to say something at every opportunity in the meeting, even if it holds no benefit for the audience. These show-boaters aren't necessarily bad employees. At least the execs know that they are passionate about looking good in what they do; however, meetings that are designed to be short, sweet and to-the-point have no need for them. Suggest to the meeting leader (or do so yourself if you are the presenter) that he or she have a discussion with these personality types in private concerning the amount of time wasted on unnecessary discussions. Make it clear that while you appreciate their willingness to participate, there is absolutely no need to make a statement at the conclusion of each segment of the meeting; especially if it is only for the sake of looking good.

Allow Short Pauses

Sometimes attendees might feel like they need to say something at a break or the conclusion of a meeting because there is this weird and awkward silence. By allowing anything over a one minute silent spell, you are telling the attendees that you expect a response. This sort of tense, silent moment puts attendees right back into their high school days when Mrs. Brown was waiting for a response to her question from a bunch of blank-faced 15 year-olds.

In drafting the itinerary, be certain that you indicate the pauses in between segments, or at the conclusion of the meeting, need to be brief. Just as the show-boaters feel like they need to say something, you might be generating that urge from even the most reserved of employees. Stunned silence can make anyone want to say something just to break it. Why do you think police officials use the silent stare in an effort to get their suspect to confess? It is highly effective and the sad part is that you may not even know you are allowing for such an uncomfortable moment in planning the meeting.

A meeting that runs long can be frustrating to the planner, the presenter and the attendees. When meetings tend to run over more frequently than running on time, try out a few of these tips and let me know how they work for you! I am open for new alternatives as well - aside from getting rid of the show-boaters!