Experts explain 'How to make meetings less terrible'

The title of this blog post is taken from a Freakonomics Radio podcast by Steven J. Dubner, and I recommend listening to all 42 minutes of it. But if you can't find the time, here are some of the key points.

How terrible are meetings?
Steven Rogelberg, an organizational psychologist, says research has shown that around 70 percent of senior managers view meetings as unproductive. And these are typically the people calling the meetings.

The higher up the chain of command they go, executives attend more meetings. Rogelberg estimates most professionals in the U.S. attend 15 meetings a week."But what we know from the research is that left to just the standard protocols of people talking, that a decision better than what would have just been produced by the best individual in the room only occurs 20 percent of the time." He has written a book on the subject, The Surprising Science of Meetings.

Why are meetings so terrible?

Most meetings are done on a schedule, out of habit, and have no purpose, says Helen Schwartzman, an anthropologist at Northwestern University who wrote the book The Meeting: Gatherings in Organizations and Communities. "I would say that meetings are the organization. Which is to say that instead of having the meeting as a place to solve problems, we need to have problems and crises and decisions to produce meetings." If there are no problems to be solved, there is no reason to meet.

How to give criticism effectively, in 6 steps

Far too often I had this conversation with a department manager: "I am so frustrated with Robert (or Roberta). He never listens and never improves. I've had it."

"Have you had this conversation with Robert?" I would ask. The answer far too often was no.

Usually the manager was afraid that confronting the employee would make things worse. The employee might create a scene.

Praise has practical benefits in the newsroom

What could be worse than to make extra effort in your work and feel that no one noticed?

The message would be clear: it doesn't really matter to anyone whether I do a good job or not.  No newsroom boss should let that happen. Judicious praise can change that.  

Do you know where you're going? Set some goals

When you are consumed by the daily demands of publishing news on your website, it is difficult to step back and think about where you are going. But you have to do this.

Otherwise your destination is Nowhereville.

There are entire websites and shelves in the bookstore dedicated to the literature on goal-setting. I will give you a story from my personal experience.

Faves from NewsU’s 100 ideas for better journalism

(Aquí se encuentran entradas relacionadas sobre periodismo emprendedor y liderazgo.)

NewsU and its founder, Howard Finberg, celebrated their 100th webinar today with ideas from faculty at the Poynter Institute on making journalism better.

My favorites had to do with leadership and the business side of the news.

From Wendy Wallace, on journalism entrepreneurs

• Play to your strengths. Develop a niche that highlights your special skills, knowledge or talents. 
• Pick a problem that needs solving, that will make your community a better place.
• Find the money to survive by studying how other entrepreneurs did it.
• Form partnerships. You can´t succeed alone. Even competitors might be allies in selected activities. 

From Paul Pohlman, on coaching your colleagues

• Spend a few minutes a day with people to ask them how their work is going. Feedback is crucial and greatly appreciated.
• Be an active listener. Replay to them what you heard.
• For long-term coaching, set aside time each week to see how employees´ projects are going. Schedule it or it won´t happen.
• Help people make plans, review past work, give honest criticism.