The advice regarding these behaviors is simple: don’t. As Henry Ford, Sr., said, “Paying attention to the little things that most men neglect makes a few men rich.”
Business Meetings
Did you ever wonder just how much time people spend in meetings? According to a study by the Australian software company Atlassian, most employees attend 62 meetings a month of which 50 percent are considered time wasted. During an average 31 hours per month in meetings, 91 percent of employees daydream, 73 percent do other work, 47 percent complain, and 39 percent sleep. The cost of unnecessary meetings in the U.S. per year: an eye-popping $37 billion in salary.2
Regardless, executives overwhelmingly agree that face-to-face meetings are still the best way to persuade, lead, engage, and make decisions. Rather than do away with meetings entirely, simple strategies can be employed to make yours as productive as possible.
MAKE SURE YOU ARE NOT THE ORGANIZER WHO:
Fails to have a valid reason for the meeting, invite the right people, or send an agenda
Neglects to reserve a meeting room, test AV, or order materials and refreshments
Forgets to send pre-meeting assignments or reading or to advise attendees what will be expected of them
Schedules ill-timed meetings such as early Monday morning or late Friday afternoon
Fails to intervene when attendees show disrespect through words or behaviors
The biggest complaint about meetings by far is that they were not necessary to begin with. These complaints are valid if the information could have been communicated in other, better ways, if key stakeholders were not available, if there was not enough time to prepare, or if nothing would have been gained in holding the meetings.
FLAWLESS MEETINGS
Invite only those who can contribute to and/or benefit from attending. These include both stakeholders and opponents. Send agendas and assignments/reading in advance. You need not invite higher-ups, but inform them of meetings and let them know they are welcome to attend.
Prepare tent cards. This is especially important when attendees do not know one another, and it’s a nice touch even when they do. At formal meetings, decide on seating and arrange tent cards accordingly. Make introductions, invite attendees to help themselves to refreshments, and let them know where the restrooms are located.
Consider timing of meetings. Early mornings when people are fresh are great if high participation is required. Mid- and late-morning meetings are good as long as they do not run into lunch. Lunch meetings can work well, as long as attendees are fed! Mid-afternoon meetings require energetic presenters, activities, or engaging topics to keep people awake. Late afternoon meetings are fine if they do not conflict with departures.
Set meeting expectations up front. These include how and when attendees will be asked to contribute, when breaks can be expected, and whether using devices is permitted. Electronic device use at meetings can be a big problem because others often feel disrespected or ignored. A client told me that the person using a device is saying, “You are not worthy of my time.” The culture of the group may allow it, but unless everyone is on his or her device, it is wise to stay off of yours.
Thank people for their attendance. Discuss next steps, and then confirm them in an email.
Adhering to these guidelines will stand you in good stead. If, in addition to these, you start on time, stick to the agenda, and end on time, you will be inducted into the meeting organizer hall of fame!
Attending a Meeting
As a meeting attendee, you also have responsibilities. What you do before, during, and after a meeting will be critical to its success. Occasionally, you will be invited to a meeting and wonder why. It may have been a courtesy invitation or, possibly, an invitation sent by mistake. If you are ever unsure about why you were invited, it is perfectly permissible to ask the organizer. In some cases, you will have the opportunity to gracefully bow out.
Arrive early and prepared. Introduce yourself to other attendees and take advantage of this golden opportunity to “work the room.” Be sure to comply with instructions given by the meeting chair about seating, breaks, participation, and electronic device use.
Respect others’ opinions. Do not interrupt, argue, or hold side conversations.
Display attentive body language. Do not slouch, cross your arms, roll your eyes, look out the window, frown, shake your head, yawn, doze off, or doodle.
Stay in your seat. If you think there is a chance an emergency might arise, such as a call about a sick child or expectant wife, ask the meeting chair beforehand if it would be all right for you to keep your phone on for this reason only. But even then, keep it out of view and silent.
Take notes on a laptop or tablet if allowed. But do not get caught doing anything extracurricular.
The Team
Today’s workplace is all about teams, and it’s easy to see why. Put together a group of people with diverse backgrounds, experiences, perspectives, and talents, and a more creative solution to a problem or situation is sure to follow. The benefits that accrue to organizations and employees from effective team interactions include greater productivity, better human resource utilization, increased learning, improved morale, and greater efficiency. The bottom line is that when people work together in a positive fashion toward a common goal, anything is possible.
But it’s not always easy. Egos get in the way. And if they do, conflicts arise, resentments build, power struggles develop, alliances form, and feelings get hurt. The result is wasted time, energy, and resources. If teams do work effectively, it is because members have taken personal responsibility to do their respective parts.
TEAM MEMBERS
Polish their attitudes. The nature of a team is to bring together divergent views and experiences to achieve the best possible result. Disagreements are welcomed but disagreeable behaviors are not. Effective team members show respect, humility, a willingness to learn, and an acceptance of the wisdom of the collective. They keep calm even when others do not and keep the focus on the issue at hand.
Hone listening skills. Good team members encourage others to share their expertise through active, attentive, and respectful listening. They never argue or interrupt, but instead allow others to express themselves as they choose, presuming it is respectful of other attendees.
Exhibit exemplary verbal and nonverbal communication skills. Good team members are respectful in their tones, words, and body language. They always take the high road.
Execute their responsibilities. Good team members are responsible, responsive, thorough, and timely. They never pass the buck or lose sight of the team’s goal.
The Cubicle Farm
Patrice cringes. Here comes Dottie, and she looks like she wants to talk. Again. Patrice likes Dottie, but she comes into Patrice’s cubicle three or four times a day to talk about whatever is on her mind. The topic could be anything—her brilliant new grandson’s most recent milestones, the latest company gossip, a recap of last night’s TV shows, or the weekend weather forecast—no thought goes unshared.
The problem is, every visit breaks Patrice’s concentration. She has tried every subtle means she can think of to discourage Dottie, from keeping her eyes on her computer screen when she approaches to piling her office chair with books and binders so there is no place for her to sit. Sometimes she offers Dottie only a brief smile or a one-word acknowledgment to her greetings, and she has even said, “Sorry, I was concentrating. What did you say?” But none of these have worked.
So Patrice decides it’s time to be direct. She gently tells Dottie that to keep on task, she needs to keep their visits to break times. Not the least bit offended, Dottie says, “I only stopped by because I thought you really liked my visits. You should have just told me. Really!” Problem solved.
Today’s workplace looks nothing like what digital immigrants remember when they joined the workforce pre-1990. Then, it was primarily comprised of offices, with sizes and locations determined by hierarchy and r
ank. Executives occupied large, beautifully appointed, carpeted corner offices with magnificent top-floor views. Everyone else worked on floors below in spaces and square feet determined by their positions and tasks. There was little collaboration between the ranks. If a worker was unlucky enough to be “called on the carpet” for a conversation with an executive, it was not a good thing. Open-plan spaces did exist, but were reserved for entry-level employees or those who performed specific functions such as clerical staff.
The office has changed dramatically, largely because of technology. Employees now also work from their homes, cars, hotel rooms, or local coffee shops. Business is conducted on a treadmill, a train, or a plane. Today, 9 to 5 is 24-7. The corner office, if it exists, has walls made of glass. But offices are hard to come by because collaboration is king, and the open-plan layout is its castle.
The Open Office
Creativity. Productivity. Agility. These are the promises of the new workplace. Designed to encourage communication and improve effectiveness, in open-plan offices, employee work side by side at desks, in chairs, or at long tables. They stand, they sit, they wander. According to the International Management Facility Association, a full 70 percent of U.S. employees currently work in such an environment.3
In concept, the design makes sense. But in reality, it has its challenges. Studies show that the majority of employees are not happy about open-plan offices, citing lack of privacy as their greatest concern. A study by the global design firm Gensler reveals that open-plan offices actually lower productivity and focus and significantly increase sick days.4 Tenured workers in particular may have a hard time adjusting to the concept, especially if it means giving up the cherished privacy and status they equate with private offices. But technology giants such as Google, Facebook, and Twitter are all on board, and such traditionally conservative industries as insurance and financial services are increasingly adopting the concept. Love it or loathe it, open-plan is the new standard.
The form and function of the entire office is evolving. Companies are going to great lengths to design spaces in which ideas can be captured from chance encounters. Among them are wider staircases that allow for side-by-side conversation, booths in lobbies and lunchrooms for spontaneous brainstorming, barstools in cafes for tête-à-tête communication, free transportation shuttles for sharing ideas with seatmates, and on-site laundry facilities for impromptu discourse over the dry cycle.
Employees may not agree on the merits of today’s workplace evolution, but they can perhaps mutually agree on best behaviors for working within them.
Cubicle Life
If you still happen to work in a cubicle, you will notice its size is shrinking and its walls are lower. Cubicle dwellers face challenges in getting work done without interrupting, or being interrupted by, neighbors just inches away.
POLITE POINTS
Keep volume low. This applies to conversations, music, and electronic devices. Use earphones, mute devices, and conduct speakerphone conversations and meetings in spaces designed for these purposes.
Don’t eat at your desk. Pungent foods, such as Indian or Mexican food, or reheated fish, are not welcomed aromas for many. If you do eat at your desk, dispose of food wrappers in appropriate receptacles.
Be aware of all olfactory issues. Fragrance, worn gym clothing, and bare feet can be unpleasant smelling to those nearby.
Keep décor tasteful. Tasteful photos, appropriate objet d’art, quality desk accessories, and small plants are fine. Do not display items that could be considered offensive or controversial. If you wouldn’t say it, don’t display it!
Respect coworkers’ privacy. Do not enter cubicles unless invited, read others’ computer screens, touch others’ belongings, help yourself to coworkers’ candy or snacks, purposely listen in on conversations, or comment on anything overheard.
Common Areas
Using common amenities and areas requires a great deal of trust and honesty among coworkers. Incredibly, employee theft in general and theft of coworkers’ food in particular are extremely common occurrences. According to a 2015 report by statisticbrain.com, employee theft amounts to $50 billion per year, and 75 percent of employees admit to having stolen at work at least once.5 Inc. magazine says 43 percent of employees report they have had food stolen from them.6 A good rule of thumb to employ: Unless you brought it, bought it, or someone expressly invited you to it, do not help yourself to anything. This also applies to food left in common areas after lunches and meetings. While it may seem to be there for the taking, there could be plans for the food, and you may be advised of this while helping yourself to it.
If you decide to take advantage of any of the common areas available to you for collaboration or privacy, resist any temptation to take up residence in them. We all want and need privacy from time to time, but common areas are meant to serve as temporary oases, not permanent solutions to privacy quests.
The New Schedules
“This is not working,” a frustrated Grace says under her breath. A 43-year-old career advisor at Jefferson Junior College, Grace recently returned to her job after a five-year hiatus following the birth of her daughter. She was happy when a new job-sharing arrangement with her colleague, Jim, a long-time employee, presented itself. Jim had been on the verge of retiring but decided a part-time paycheck would be perfect as he got his gardening business off the ground. Grace thought it would work well for her, too, because she would be able to drop off and pick up her young daughter from school three days a week.
It’s only been a few weeks, but the arrangement is beginning to fray. Increasingly, Grace feels like she is doing much more than her share and that Jim’s communication is woefully lacking. Just yesterday, a recruiting visit they were supposed to arrange for a key local employer fell through because Jim did not let Grace know that the recruiter was expecting to hear from her. It’s like Jim’s mind is elsewhere, probably on his new gardening business, Grace thinks.
Grace cannot do this entire job by herself. She has spoken with Jim, who promised to do better. But nothing has improved. Grace hates the thought of going to their boss, but cannot think of another alternative.
Telecommuting, flextime, part-time, and job-sharing have changed how often and during what hours employees come to the office, and even if they come at all. Driven by millennials, this flexible approach to work is what this cohort wants and expects. Older workers like it, too. Depending upon what you do, it is likely your organization does or soon will offer some kind of flexible work arrangement.
Telecommuting
The popularity of telecommuting among employees and employers alike has gained huge traction. Advocates of telecommuting, generally defined as an employment arrangement where employees work at least half of the time at home, point to increased productivity, improved job satisfaction, and saved time and money. Employers benefit by reduced employee attrition as well as substantial savings on costs associated with providing office space.
Telecommuting is not for everyone. Some employers simply do not trust workers to be self-directed and motivated enough to get their work done at home. Some managers feel threatened by the arrangement, wondering if their positions are redundant. And some employees who have tried it reported experiencing loneliness and difficulty in setting clear boundaries between their professional and personal lives.
To achieve the best results, telecommuters should organize their workdays with the same dedication and professionalism they would if their bosses were sitting right next to them. Yes, a home-office worker does have the opportunity to throw in the occasional load of laundry during the day, but generally looks at this workday as he would any other: as the opportunity to produce an excellent work effort in exchange for a paycheck.
MAKING TELECOMMUTING WORK
Create an office space. Start at a designated time, take regularly scheduled breaks, and at the end of the day, close the office door. A business associate of mine says to get herself in the right frame of mind each day,
she dresses professionally, leaves the house to get coffee, and returns promptly at 8:00 A.M. to start her day. Make sure friends know your working hours and that, unless it is important, you are not to be disturbed.
Dress the part every day. Even if you don’t see anyone face-to-face, attire still matters. A study from the Kellogg School of Management found that the symbolic meaning clothing holds for people might affect their productivity.7 Besides, you never know when you might get called to a Skype meeting.
Communicate, communicate, and communicate! You need never be out of the loop if you keep yourself firmly in it. Use technology to stay on top of others’ minds. And do not forget the telephone. The sound of a human voice has its own immeasurable magic.
Arrange face-to-face meetings with your team and boss. Attend company events and after-hours celebrations. It lets others know you are still very much involved.
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