{"id":4267,"date":"2016-07-14T00:01:18","date_gmt":"2016-07-14T04:01:18","guid":{"rendered":"http:\/\/mgrush.com\/blog\/?p=4267"},"modified":"2026-04-21T13:33:20","modified_gmt":"2026-04-21T17:33:20","slug":"meeting-problems","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/meeting-problems\/","title":{"rendered":"Frequent Meeting Problems and What You Should Do About Them"},"content":{"rendered":"
\"Five<\/a>

Don’t let meeting problems become a burden<\/strong><\/span><\/p><\/div>\n

Ever develop that sense of\u00a0deja vu <\/em>about\u00a0not getting anywhere during a meeting?<\/span><\/h2>\n

Meeting problems are indicative of resistance that is generated during a meeting. However, resistance can be prevented and mitigated with professional behavior. Here’s what to do about the most common meeting problems.<\/span><\/p>\n

1. \u00a0Meeting Problems — Lack of clear purpose<\/span><\/strong><\/span><\/h3>\n

All too frequently, meetings are held for the primary benefit of the meeting leader, typically the group\u2019s director, supervisor, or project manager. The session leader<\/a> has decided to schedule a series of weekly meetings<\/a> in advance, typically for their convenience. They anticipate needing the time of others to raise the fog high enough so that they can determine what they need to get done over the next week, until the next meeting.<\/span><\/p>\n

SOLUTION FOR MEETING PROBLEM — #1: <\/em>\u00a0<\/span><\/p>\n

Carefully articulate the purpose<\/a> and\u00a0deliverable<\/a> of the meeting, preferably in twenty-five words or less. If you are unable to clearly explain\u00a0why you are having the meeting and the meeting’s\u00a0desired output (i.e., \u201cWhat does ‘DONE’ look like?\u201d), then you are not prepared to be an effective meeting leader. If you are the participant, demand a written statement that details\u00a0the purpose, scope<\/a>, and deliverable of the meeting, preferably in advance<\/a>, or don\u2019t attend.<\/span><\/p>\n

2. \u00a0<\/strong>Meeting Problems — <\/strong>Unprepared participants<\/strong><\/span><\/span><\/h3>\n

Lack of clear purpose (mentioned above) is the main reason participants\u00a0show up unprepared. Before and sometimes during the meeting, they remain unclear about what \u201cshowing up prepared<\/a>\u201d looks like.<\/span><\/p>\n

SOLUTION FOR MEETING PROBLEM — #2: <\/em>\u00a0<\/span><\/p>\n

Beyond a written statement about the meeting\u2019s purpose, scope, and deliverables, participants need an advanced understanding of the agenda<\/a>. The agenda explains how the meeting will generate results so that participants can get out. Nobody wants more meetings or longer meetings. Detailed questions<\/a> determine agenda topics (e.g., What are our options?). Ideally, participants should know the questions<\/a> to be asked during\u00a0the meeting before it begins, so that they can attend prepared and ready to respond.<\/span><\/p>\n

3. \u00a0<\/strong>Meeting Problems — <\/strong>Biased leadership<\/strong><\/span><\/span><\/h3>\n

Nothing will restrain the input of participants faster than a leader who begins to emphasize their answer<\/a>. Participants will then hope\u00a0the leader exposes an\u00a0entire position before they begin to make contributions,\u00a0so that they know where they stand, and avoid embarrassment about being \u201cwrong\u201d.<\/span><\/p>\n

SOLUTION FOR MEETING PROBLEM — #3: <\/em>\u00a0<\/span><\/p>\n

Leaders should embrace\u00a0neutrality<\/a>. If they want others\u2019 input and opinions, then ask and listen<\/a>. If they don\u2019t want others\u2019 ideas, they should not have a meeting. There are more cost-effective means for informing and persuading<\/a> than hosting meetings. Being neutral is like being pregnant, you either are or you\u2019re not\u2014there is no grey area.<\/span><\/p>\n

4. \u00a0<\/strong>Meeting Problems —\u00a0<\/strong>Scope creep (strategic and tactical blending)<\/strong><\/span><\/span><\/h3>\n

All too often, meetings dive deep into the weeds (i.e., HOW or concrete methods) or challenge the purpose (i.e., WHY or ultimate intention). Nobody wants more meetings, they only want results.<\/span><\/p>\n

SOLUTION FOR MEETING PROBLEM — #4: <\/em>\u00a0<\/span><\/p>\n

To avoid\u00a0scope creep<\/a>\u00a0in the meeting, carefully craft\u00a0a written statement reflecting\u00a0the scope (see item number one above). Carefully police the scope of an issue so that participants don\u2019t go too deep into the weeds. Thus ensure that others do not argue about the reason for a project, as\u00a0project approval is beyond the scope of most\u00a0meetings. For pertinent strategic<\/a> issues that are beyond the scope of the meeting, capture them in a \u201cRefrigerator<\/a>\u201d (aka<\/em> \u201cParking Lot\u201d) to preserve them until you can meet in a workshop forum\u00a0that discusses strategic issues<\/a>, their implications, and what needs to be done about them (recommendations<\/a>).<\/span><\/p>\n

5. \u00a0<\/strong>Meeting Problems —\u00a0<\/strong>Poor or non-existent structure<\/strong><\/span><\/span><\/h3>\n

Lack of structure applies both at the meeting level (i.e., agenda) and within each agenda step. Structure<\/a> enhances flexibility and gives you a method for delivering ‘done’. Most leaders are competent at soliciting ideas (i.e., creating a list) but remain frail during the analysis<\/a> activity. Therefore, use our Meeting Pathway and Meeting Canvas<\/a> regularly.<\/span><\/p>\n

SOLUTIONS FOR MEETING PROBLEM — #5: <\/em>\u00a0<\/span><\/p>\n

Determine in advance:<\/span><\/p>\n