A few years back, I looked at my schedule for a typical week. What did I see? Meetings. Not meetings with prospective or existing clients. But meetings with other managers and employees. To say the least the culture within the company had effected the productivity of it's employees at all levels. We care about our employees and like for everyone to have a voice. However, as we learned, that is a slippery slope to climb.
Meetings about meetings about other meetings. I think you get the point. As a result, my workdays consisted of staying late to make up for the time I no longer had to accomplish those things that were a priority. So what did we do so we could have the same positive culture but avoid the inefficient meeting vortex?
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In the end, the answer was simple. We no longer allowed more than 2 staff meetings per week. This was not an edict passed down from the powers that be. We had a meeing with everyone to decide how we could stop all the meetings. This was a group decision to become a better company. We have a designated meeting, every couple of weeks that allows everyone to share their ideas. In addition, we have created vehicles for them to share them digitally on an ongoing basis.
The culture has stayed in tact and everyone has seen an increase in production. In fact, the idea of findng inefficiencies has spurred on others in the company to find other areas to improve on. We are happy to report that we did not require the efficiency experts to intervene.