Read This Before Our Next Meeting by Al Pittampalli Download (read online) free eBook .pdf.epub.kindle

Read This Before Our Next Meeting

How many times have you dreaded going to a meeting either because you viewed it as a waste of time or because you weren’t prepared. Dread no longer: Read This Before Our Next Meeting not only explains what’s wrong with “the meeting,” and meeting culture, but suggests how to make meetings more effective, efficient, and worthy of attending. It assesses when it’s necessary to

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    Heidi The Hippie Reader

    Endless meetings have you down? Pittampalli has a solution to your woes. He claims that modern meetings should only be held to solve specific problems and the only people who should be required to attend are those who could take direct action to solve that problem. I think that the idea is a solid one.

    It does take some internal mindset changes by the folks who call meetings. The first step, like with any problem, is to admit that you even have a problem. “Over time, we’ve become nonchalant about

    It does take some internal mindset changes by the folks who call meetings. The first step, like with any problem, is to admit that you even have a problem. “Over time, we’ve become nonchalant about bad meetings. If an operating room were as sloppily run as our meetings, patients would die.” pg 7. Overly dramatic, perhaps, but true. And also keep in mind: “Change is never met with open arms. Great decisions involve risk and risk scares people; it’s natural for great ideas to get attacked or, worse, ignored. I can think of no single great innovation that has ever happened without the presence of opposition.” pg 15 So, there may be an uphill battle over this, but, Pattampalli thinks, it is worth it.

    The end goal: “Meetings need to be less like the endless commercial breaks during a football game and more like pit stops in the Daytona 500.” pg 20. So, they’re necessary, but they should run quickly because: “Meetings are too expensive and disruptive to justify using them for the most common types of communication, such as making announcements, clarifying issues, or even gathering intelligence. Like war, meetings are a last resort.” pg 23

    This strict definition of a meeting means that there is going to be some major preparatory work since communication isn’t going to be a part of the show. The person calling the meeting has to distribute information about the issue so that those who are attending can contribute. “Every meeting should require pre-meeting work. Any information for getting attendees up to speed should be given out beforehand. If the attendee doesn’t have time to read and prepare, she doesn’t have time to attend.” pg 37. But, this preparation pays off when, after the meeting, the business should have created a concrete ‘action plan’ that includes: “What actions are we committing to? Who is responsible for each action? When will those actions be completed?” pg 39. Thus addressing the problem that the meeting was called to solve and serving its function.

    Most of the meetings that I’ve attended in my life have been rambling, unfocused affairs that were called to fill the monthly meeting quota that was arbitrarily chosen by management- a touch-base, if you will. Pittampalli is adamant that this is a waste of time. I never really saw it that way because I didn’t have any expectations that meetings were supposed to accomplish anything at all. We’d meet, then get on about our business. This book has shown me that I should expect more.

    Recommended for anybody who wants to learn more about the benefits of “modern meetings”. This short book has everything that you need to start changing the world, one meeting at a time.
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    Debbe H

    Aug 21, 2011

    rated it
    it was ok

    I was really excited to read this book because I too am a victim of constant meetings, many that are a complete waste of time. I was very disappointed with the content and the repetitiveness of this book. I ended up skimming the last third of the book because it was just restating earlier sections. Now I feel that the author has wasted my time just as he says meetings do. Wasn’t his book supposed to help us recover wasted time? I found that his approach will work for about a third of the meeting

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    heidi

    Sep 01, 2014

    rated it
    did not like it

    Shelves:
    ebook,
    reviewed

    I think this book is written from a position of enormous privilege. The key thing he wants us to take away is that you should only have meetings when you have already made a decision and the meeting exists to give people a tiny chance to change your mind, but mostly to figure out how the group will implement your genius, already made decision.

    I am not a manager, but I am pretty sure that if I did that, I would get called a bitch. And if I “got buy in from individuals one on one” before my decisi

    I am not a manager, but I am pretty sure that if I did that, I would get called a bitch. And if I “got buy in from individuals one on one” before my decision, it would seem like shady cabal building. I think this approach could only make sense if you were completely immune to people having feelings about lack of consensus.

    Also, I think his “Modern Meeting” sounds like a template for sitting down the voices of typically unheard people. If there is a hard agenda, lateness penalty, priority on conflict and not consensus, you are describing something that I have left jobs over, because there was no way for me to contribute or make a difference.

    To sum up: dude proposes “new” meeting model that would not be out of place in Mad Men, which coincidentally works best for dudes with pre-existing power. Fancy that.

    Read if: You are running low on people mansplaining why multiple voices are bad for productivity. I never run low on this. At least it was short?

    Skip if: You are interested in meetings that bring you new information or perspectives.

    Read instead: Watership Down, still possibly the best book on leadership I have ever read.
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