Why value-creating collaboration is deteriorating

Why value-creating collaboration is deteriorating

The importance of meetings to any organisation cannot be understated. These periodic get-togethers are a chance for companies or teams to catch up on various matters, all while getting everyone in the loop on what’s going on within the company. However, not all meetings end up productive; some aren’t even planned to bring in results.

In this article, we’ll look into why meeting for the sake of meeting may be detrimental to the prospect of value-creating collaboration. We will also delve into ways that businesses can get meetings right, so buckle up and read on.

Why meetings exist in the first place

Primarily, meetings are avenues for discussion within the organisation. However, a meeting is no forum for small talk; it is meant to provide the leadership with a way to directly communicate updates and policies with their employees, while giving individual workers and managers a platform to share their ideas and concerns. In short, meetings are a means of collaboration, mainly through thought-sharing, goal-setting, and updates.

The collaborative nature of meetings may be deteriorating

While meetings are good and all, they may sometimes hinder business productivity and may even lack collaborative interaction. Meetings even tend to get abused; managers sometimes hold them even for subjects that can just be discussed via email.

Meetings – especially unnecessary ones – take time away from regular work. Conversely, not enough time is spent on meaningful meetings. It’s no wonder, then, that 80% of executives are rethinking meetings to optimise speed and keep up with the post-pandemic work environment.

What makes an effective meeting?

The post-pandemic business world sees speed as key to profitability, operational resilience, organisational health and growth. As such, a meeting should have the following qualities:

  • It is time-efficient. Meetings should have a well-allocated time budget for all the discussions and activities involved. It should tackle all communications in a timely manner. For that matter, each speaker should have a set time for their presentations, and issues are strategically tackled and discussed according to their level of priority.
  • It is vetted according to importance. Managers and leaders should take a second look at their meeting calendar. They should review it thoroughly to determine which meetings are absolutely necessary and select which ones should be made routine. A refined principal calendar allows organisations to manage their time effectively, spending it where it matters most.     
  • It has adequate administrative support. Meetings should be well-supported from the administrative side. That is, it needs to have mechanisms that ensure effective time management, such as active moderation and dedicated staff in charge of each event. The goal is to ensure that, again, the company effectively manages the time spent on the meeting and discussions and prioritises items that adhere to the organisation’s strategic objectives.

Meetings need to be fast, efficient and agile

While vital for collaboration, meetings are facing the challenge of losing purpose as they become routine and used superficially. Meetings in the post-pandemic landscape, then, should be efficient and purposeful, with a focus on what matters to the company. Adequate time management and administrative support are key in this regard.

About Sam P

EnterpriseZone Staff Writer

Leave a Reply