Death by Meeting

Years ago a principal told me he would rather go to the dentist than a PTA meeting. Unfortunately the sentiment of almost anything is better than a meeting is not uncommon. Patrick Lencioni's book, Death by Meeting: A Leadership Fable, takes on meetings. He says a meeting should be an interesting and exciting experience. So where do we all go wrong? First, we try to do too many things in a meeting.

He describes four types of meetings that can be used to make meetings more effective.

Daily Check-Ins- This is a meeting where people stand to help facilitate the short time frame. THey last 5-10 minutes and involve a quick update on what individuals are doing, what they need to accomplish the day's tasks. These meetings are not for PTAs and other groups that are not operating daily. For PTAs they could be modified by a quick phone call update on progress toward current projects perhaps on a weekly basis with a note of when the leader will be checking in next at the end.

Weekly tactical- This meeting has three distinct parts: Lightening round where each person quickly updates the progress and direction of the next week in a minute or less. Progress reviews (again a brief look at organizational goals and brief look at progress toward matrics), and a real-time agenda (after hearing what everyone is working on what are this week's priorities that need to be discussed? The goals are to resolve issues and reinforce clarity). From a PTA standpoint this would be the standard meeting.

Monthly strategic meetings where leaders "analyze, debate, and decide upon critical issues" (p. 241). It allows deep dives into a couple of issues. Sometimes issues emerge that require more immediate attention and ad hoc strategic meetings can be scheduled. These meetings have agendas and people should arrive prepared with the information and research they need to discuss the concerns. These meetings should involve lively debates not silent resistance or acquiescence.  In a PTA context, this could be a regular executive meeting or an open meeting focused on a specific issue of concern to the group (ex. how do we address the suicide or drug issue in our community or what can parents do to help maintain a safe reopening of school after the COVID closure, or how do we address the lack of bussing for our community).

The fourth meeting type is the quarterly off-site review. In these meetings there is a comprehensive strategy review, team review (how does the leadership team work), personnel review (high and low performers are evaluated for promotions, improvements and termination), and competitive and industry review. PTAs might have these annually at a transition or training meeting where they set goals for the upcoming year(s).

By limiting the scope of a meeting, you allow focus and enable fruitful discussion. One point that the author makes is that the leadership team is not looking for consensus. Everyone on the team needs to provide open and honest feedback, even if it steps on someone's sacred cow, and then the chief needs to make a call. After that the team needs to support the decision down through the ranks. I think it is critical that leaders do not find disrespect in disagreement or questions. These are avenues of growth. People in the ranks need to understand the rationales for making them and they need to feel heard.

Of importance is the idea that all of these meetings are not for the general assembly, but the leadership team. In a school, the place where I have experience, the staff meetings often involve professional development toward the goals and issues that the leadership team identified.

The book itself is a fast and easy read. The chapters are short so the book can be read in quick sessions. The fable format presents the ideas in a very relatable way.