• Stephen Olmon

Managing My Meetings

I had a great conversation about meetings this week, so I wanted to share a few takeaways. There are many ways to evaluate or frame the way in which you manage your meetings, and I found this specific framework to be particularly helpful.

Past, Present, and Future

Past - When a meeting is held to talk about the past (looking at metrics from last 30 days / quarter / year, an individual's specific performance, etc), I typically should be in attendance. Also, I need to listen at these meetings more than I talk.

Present - Depending on your role / company size, meetings regarding the present (or very near future i.e. this week) are typically the meetings I should be spending less time in. Am I not delegating correctly? Is there a lack of trust within my team? Again, if I am in attendance my goal is to talk very little and let others speak up.

Future - I must be in these meetings, and I'm likely leading the conversation. In addition, if these meetings are going well then I have casted vision well and others bought in - they feel included and are engaged in the conversation.

Many people believe that attending meetings means they are being productive - I disagree. Meetings should enable us to be productive, and that's a big difference. Lead when necessary, listen as much as possible, and encourage others to step up and take ownership when appropriate.