It’s not without reason that everybody gripes about meetings. Meetings distract people from meaningful work.
However, when purposefully conceived and efficiently run, meetings are not wasteful. Meetings are important instruments of organizational endeavor—they provide a chance to pull resources together for communication and decision-making. There are, therefore, only two serviceable objectives of a meeting:
- To inform and update
- To seek input and make collective decisions
Participating Effectively in Meetings
Participate in a meeting only if the agenda includes something important, timely, and worthwhile for you.
Ask the following questions to decide if you need to participate in a meeting:
- Has the meeting been well-defined? Do you have all the information you need to decide if you need to attend this meeting? Are the purpose and agenda of the meeting clear? Do you have the relevant background material? Are all the relevant participants invited?
- How will you benefit from this meeting?
- Is the decision being made at this meeting important to the success or failure of your team / organization?
- Does the meeting really need you? In other words, will your presence influence the discussions and the expected outcomes?
How to Politely Decline a Meeting Invitation
If you’re been invited to attend a meeting that you think is avoidable, try to persuade the meeting’s leader that your productive time may be better used elsewhere. Share your rationale so that the meeting’s leader has some context for why you’re not participating. Here’s how to decline the meeting:
- “May I send somebody else to fill in for me?” Find a delegate who could represent your interests.
- “May I suggest somebody else?” Propose other participants if the items on the meeting’s agenda are not within the purview of your role, or if you don’t have the expertise and authority to impact the conversation and the decision-making.
- “May I provide my inputs in advance?” Take some time to review the agenda items, do your homework, organize your remarks or inputs, and brief the meeting leader or other participants beforehand.
- “May I participate in the most relevant segment of the meeting?” If one or more items on the meeting agenda aren’t relevant to your goals, attend just those parts of the meeting that are applicable. Consider asking, “Could you please move my agenda item to the top of the meeting? I can’t stay for the whole meeting.”
- “Could you please postpone this meeting?” Or, “May I skip this week’s update … I am still working on my task. Therefore, I am not yet ready for a productive conversation yet or give you a status-update.”
- “I am sorry, given my department’s goals for this year, I don’t find this meeting helpful.” Request a summary of the meeting and follow-up as needed.
The key to saying “no” to a meeting is to say it decisively without appearing to be dodging your responsibilities. Make a deliberate effort to meet the needs of all the meeting’s participants.
Idea for Impact: Don’t Become Hostage to Meetings
Being in too many meetings can wreak havoc on your schedule and pinch your ability to focus on larger, more-worthwhile goals. Just go to all the ones you absolutely need to, and delegate or curtail your participation in the rest.