How to Fix Meetings audiobook cover - Meet Less, Focus on Outcomes and Get Stuff Done

How to Fix Meetings

Meet Less, Focus on Outcomes and Get Stuff Done

Graham Allcott and Hayley Watts

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Categories:
ProductivityCorporate Culture

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How to Fix Meetings
The 40-20-40 Continuum+
Preparation (The First 40%)+
Execution (The Middle 20%)+
Follow-Through (The Final 40%)+
Balancing Meeting Energies+
Handling Mandatory Meetings+

Quiz — Test Your Understanding

Question 1 of 8
According to the authors' 40-20-40 Continuum, how should organizers and attendees allocate their meeting-related time and energy?
  • A. 40% on the meeting itself, 20% on preparation, 40% on follow-through.
  • B. 40% on preparation, 20% on the meeting itself, 40% on productive follow-through.
  • C. 40% on agenda creation, 20% on discussion, 40% on networking.
  • D. 40% on independent research, 20% on preparation, 40% on the meeting itself.
Question 2 of 8
Why might the person requesting a meeting NOT be the best choice to act as the chair?
  • A. They usually lack the necessary authority to enforce meeting protocols.
  • B. They are often too focused on timekeeping to guide the conversation effectively.
  • C. They might want to actively engage in the discussion rather than impartially facilitate it.
  • D. They are typically responsible for taking the minutes and cannot do both simultaneously.
Question 3 of 8
What is a key reason provided in the text for establishing strict protocols regarding mobile device usage during meetings?
  • A. Mobile devices interfere with the audiovisual equipment used in online meetings.
  • B. Taking notes on phones makes it difficult for the minute-taker to track contributions.
  • C. Mobile devices encourage participants to share confidential meeting information externally.
  • D. Notifications trigger dopamine releases, making devices addictive and distracting participants.
Question 4 of 8
How do the authors recommend mitigating the 'HiPPO effect' (Highest Paid Person's Opinion) during a meeting?
  • A. By asking the highest paid person to speak last so they don't overly influence others.
  • B. By excluding senior management from initial brainstorming sessions.
  • C. By requiring all ideas to be submitted anonymously before the meeting begins.
  • D. By assigning the highest paid person the role of minute-taker to keep them occupied.
Question 5 of 8
According to the text, what is the primary function of a 'reflective pause' during a meeting?
  • A. To give attendees a chance to reenergize, use the bathroom, or grab a coffee.
  • B. To allow participants to make notes, think, or rest their minds when a lot of information is shared.
  • C. To calm people down during tense situations or transition into smaller group discussions.
  • D. To provide the minute-taker time to read back the action items to the group.
Question 6 of 8
What is the difference between 'next physical actions' and 'delegated outcomes' in post-meeting follow-through?
  • A. Physical actions are completed during the meeting, while delegated outcomes are completed afterward.
  • B. Physical actions are done individually, while delegated outcomes require a team effort.
  • C. Physical actions are assigned by the chair, while delegated outcomes are volunteered for by participants.
  • D. Physical actions are specific tasks with outlined expectations, while delegated outcomes are results where the assignee decides how to achieve them.
Question 7 of 8
What is the purpose of organizing a 'Power Hour' after meetings?
  • A. To provide a dedicated session for attendees to intensely work on their individual action items.
  • B. To allow attendees to debate and finalize the decisions made during the meeting.
  • C. To summarize the meeting's minutes and distribute them to the rest of the company.
  • D. To evaluate the performance of the meeting's chair and timekeeper.
Question 8 of 8
In the context of the book's application of ancient Chinese philosophy, which of the following represents bringing 'yang' energy into a meeting?
  • A. Practicing mindfulness to avoid getting carried away by emotions.
  • B. Focusing aggressively on productivity by attending fewer meetings and keeping them shorter.
  • C. Ensuring all attendees feel valued by showing appreciation for their input.
  • D. Implementing strategic pauses to allow attendees to calm down in tense situations.

How to Fix Meetings — Full Chapter Overview

How to Fix Meetings Summary & Overview

How to Fix Meetings (2021) is a guide for turning long and ineffective meetings into well-designed sessions that encourage collaboration and produce results. From defining a meeting’s purpose to helping people get started on their tasks, How to Fix Meetings outlines the best ways to get the most out of any meeting.

Who Should Listen to How to Fix Meetings?

  • Leaders who want to change their organizations’ meeting culture 
  • Facilitators who want to run better meetings
  • Anyone fed up with ineffective meetings

About the Author: Graham Allcott and Hayley Watts

Graham Allcott is an entrepreneur and speaker, as well as the founder of Think Productive – a company that’s helped improve productivity and wellness within organizations like Heineken and eBay. Allcott is also the host of the business podcast Beyond Busy, and the author of several books, including the bestseller How to be a Productivity Ninja.

Hayley Watts is a Productivity Ninja at Think Productive, where she trains clients to make better use of their time and improve their relationship with work. Before joining Think Productive, she worked with various businesses and charities.

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