Leaders consistently rate their own meetings much more positively than attendees do. When managers assume their meetings are going smoothly, they are less likely to solicit feedback and seek opportunities to improve. As a result, frustrations that attendees experience don’t get fixed (irrelevant agenda items, unnecessarily long duration, lack of focus), leaving employees disgruntled and disengaged.
Writing in the Harvard Business Review, Steven G. Rogelberg, Chancellor’s Professor at the University of North Carolina Charlotte and author of The Surprising Science of Meetings, helps managers improve their meeting skills. Among his tips:
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