search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
MANAGEMENT


Rogelberg: One of the scientifi c fi ndings I discuss in the book is this notion of Parkinson’s law — the concept that work expands to whatever time is allotted to it. If you schedule something for an hour, magically it takes an hour. On the other side, you could use this for your advantage. If you schedule for 32 minutes, it will take 32 minutes. If that’s an ambitious amount of time for the particular agenda items, people will be present. I don’t mean just present physically, I mean mentally present. They recognize that they’re there to get something done. That’s what people want. People are just way too busy to lose large amounts of time.


Knowledge@Wharton: You also say that there are times where you don’t need a whole lot of talk in meetings. What do you mean by that?


Rogelberg: There are lots of ways that silence in meetings can be leveraged. I’ll share one example. A very common activity in meetings is for folks to brainstorm. If you actually have people brainstorm ideas on paper, as opposed to verbally, and then collect those ideas, you will get nearly twice as many ideas. They will be higher quality, and they’ll be more creative. Brainstorming in silence


allows people to be more honest. They don’t fi lter based on what the boss just said. And it allows for everyone to speak at once because you’re not waiting for that one person to fi nish their idea. It’s a simple technique, and there


are plenty of other ones around silence that can very much energize a good meeting. What’s pretty exciting is that there is a host of software apps now that can facilitate this process — that allow for brainstorming on your phone, and then the outcomes are just shot right to the front of the screen.


Knowledge@Wharton: Do leaders get too involved, too wrapped up in the process and not deliver the message that they should?


Rogelberg: First of all, I don’t know if leaders are actually trying their best. I think that leaders don’t necessarily know what “trying your best” even means. There are 55 million meetings a day in the U.S., yet only 20% of leaders receive any training. At the same time, what our research fi nds is that leaders have a blind spot when it comes to meetings. Mainly, when folks leave a meeting, there is one person who invariably says, “Hey, that was a good meeting.” Can you guess who that person is? It’s the leader.


The leader has the control, the


power. They’re talking, and they think it’s going well. This is kind of a double whammy, right? They have no training, and these people think they’re doing a good job. When that’s in place, I don’t think a leader truly knows what to do to even design a really good meeting. They just kind of recycle the practices that they experienced when they weren’t a leader, and we know that those are dysfunctional.


Knowledge@Wharton: Can you talk about your concept of sharing the wealth in a meeting?


Rogelberg: This goes back to that steward mindset. If I’m orchestrating, it might be the case that there are a couple of agenda items that should be facilitated by someone else. In fact, I could have maybe one of my subordinates lead this item. It gets them really involved. It gets them practicing how to lead a meeting. I could even provide them with some feedback on how I saw their performance. But most importantly, it prevents us from viewing meetings as just a leader show. Instead, the entire group is


involved, and it changes the culture of the meeting and makes the meeting into a culture of inclusion, of


Come see us at AP&M Europe Booth # E161


June 5-6, 2019 Frankfury, Germany


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76