Are public servants spending too much time in unproductive meetings?
Public servants are spending too much time in unproductive meetings. Is the stereotype harsh, fair, or a bit of both?
Last week, we blogged about Sir Brian Roche’s recent speech on reorientating the public service (see link to article below), and how Sir Brian has brought a modernising take to the classic themes of productivity, performance, and capability.
Today, we want to delve a little deeper into one of the themes Sir Brian raises: public servants spending too much time in unproductive meetings.
We’ve worked with many clients and friends across central government, and meetings are part of their jobs – especially for agencies who are leading cross-agency work. This is simply because any well-developed advice needs to be tested with all the key players. Otherwise, both fishhooks and opportunities can be missed.
But Sir Brian makes an interesting point.
As he puts it, attempts to collaborate can end up meaning a process only goes at the pace of the ‘slowest participant or the poorest performer’.
What’s the answer?
Over years of working with central and local government clients, they’ve shared some wonderful wisdom with us. Here are our key take-aways about what makes a productive meeting:
- Pre-reading needs to be short and sweet, with attendees coming to the meeting knowing the key points they want to make.
- The meeting has a clear purpose and agenda, which identifies the specific decisions required.
- Point 2 means that the right people at the right level to make the right decisions are in the room.
- There’s just enough whakawhanaungatanga to build the trust that gets everyone working at their best.
- The chair is active and attuned to what’s going on, giving everyone airtime, but without letting anyone dominate or get off task. They’ve thought in advance about potential sticking points and come ready to constructively unblock them.
- Attendees recognise that every agency in the room brings their own interests and responsibilities, and all need to support each other to succeed.
- There are clear next steps, circulated promptly, and minutes as appropriate.
Chairing is a leadership skill that’s sometimes undervalued, and we think this is a great time to recognise those who do it well!
What do you think? Is there anything else you would add that helps contribute to a productive meeting? Let us know your feedback by emailing us.