At least not if your company is much bigger than say, ~20 workers.
Company meetings should only ever be held for things that affect literally every person on payroll. Things like changes in management, training for new software everyone must use, changes to the salary system, a yearly bonenkai message, things like that. And unless the meeting involves training, it should last no longer than 30 minutes.
Anything else should be a meeting only involving people actually affected by what is under discussion. If you're not sure if it affects someone, attendance should be optional for that person.
Hiroshi Mikitani, CEO of Rakuten, came up with this system:
"When it came to meetings, his new rules were simple: Distribute the relevant information and documents in advance, together with questions to be addressed. Run the meeting assuming everyone has read and considered everything. Start with the discussion. He said this cut meeting time across the company by 90 percent." http://www.cbsnews.com/news/how-to-cut-meeting-times-by-90-percent/
Well, that Rakuten "system" is remarkably similar to how we held meetings in the 1970's. It was taught to me by people who did it in the 1950's and 1960's. I think it may have been used in 12th century. Sigh.
Easy. Everybody stands up at meetings. Happened at a previous company here in Japan. Meetings were 20 minutes long tops.
I remember hearing about another company (Gurunavi?) who held walking meetings around the Imperial Palace or Hibiya Park when the weather allowed. Not sure how effective the actual meeting was but something different at least.
Keep the kachos and buchos OUT would be a start because they tend to use meetings solely to consolidate and validate their own positions and sense of power. Let those that actually have to do the task decide amongst themselves. Give them free run and watch magic happen. Buchos, kachos , THEN step in to give credit and praise when the task is performed well and offer advice , support and constructive criticism when things go a bit astray, all in the spirit of seeing your underlings flourish...
Most meetings are held rather than actually doing something.
If you must then before calling the meeting determine what it is to achieve, yes distribute all relevant info beforehand, set & distribute clear agenda targeted at pre-determined goals, keep meeting focused (hard time limit and consequences if not met), clearly assign actions during meeting with time limits, sum up targets and what achieved with what to be done by when. End
Yes if people are still inclined to waffle, lose the chairs.
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katsu78
It's not possible.
At least not if your company is much bigger than say, ~20 workers.
Company meetings should only ever be held for things that affect literally every person on payroll. Things like changes in management, training for new software everyone must use, changes to the salary system, a yearly bonenkai message, things like that. And unless the meeting involves training, it should last no longer than 30 minutes.
Anything else should be a meeting only involving people actually affected by what is under discussion. If you're not sure if it affects someone, attendance should be optional for that person.
Aly Rustom
Set goals and time limits. When the meeting ends must be clear cut.
dmacleod
Hiroshi Mikitani, CEO of Rakuten, came up with this system:
"When it came to meetings, his new rules were simple: Distribute the relevant information and documents in advance, together with questions to be addressed. Run the meeting assuming everyone has read and considered everything. Start with the discussion. He said this cut meeting time across the company by 90 percent." http://www.cbsnews.com/news/how-to-cut-meeting-times-by-90-percent/
domtoidi
Well, that Rakuten "system" is remarkably similar to how we held meetings in the 1970's. It was taught to me by people who did it in the 1950's and 1960's. I think it may have been used in 12th century. Sigh.
ironsword
Easy. Everybody stands up at meetings. Happened at a previous company here in Japan. Meetings were 20 minutes long tops.
pacint
The way we held ours. Quick questions like project on target?, what or whose help is needed, etc.
5 min per participant max. Details are worked out later or via email.
Of course all revelant detail is distributed beforehand.
bcexile
I remember hearing about another company (Gurunavi?) who held walking meetings around the Imperial Palace or Hibiya Park when the weather allowed. Not sure how effective the actual meeting was but something different at least.
Ricky Kaminski
Keep the kachos and buchos OUT would be a start because they tend to use meetings solely to consolidate and validate their own positions and sense of power. Let those that actually have to do the task decide amongst themselves. Give them free run and watch magic happen. Buchos, kachos , THEN step in to give credit and praise when the task is performed well and offer advice , support and constructive criticism when things go a bit astray, all in the spirit of seeing your underlings flourish...
oh wait, this is Japan.
englisc aspyrgend
Most meetings are held rather than actually doing something.
If you must then before calling the meeting determine what it is to achieve, yes distribute all relevant info beforehand, set & distribute clear agenda targeted at pre-determined goals, keep meeting focused (hard time limit and consequences if not met), clearly assign actions during meeting with time limits, sum up targets and what achieved with what to be done by when. End
Yes if people are still inclined to waffle, lose the chairs.