Comment by michaelt
1 day ago
The thing is, a lot of meetings start with presenting evidence of a problem, then have some discussion of the problem and potential options, and only in the last 10 minutes do the proposed actions turn into firm decisions with names against them.
And often if I'm in a meeting it's because I think the problem is important and I want it solved. Getting permission for my team to fix things, or getting other teams to agree to fix things, is the point.
In my experience, this is a time management problem. Meetings tend to fill the time available. Rarely are there meetings that have to last a full hour and could not have been over after 50 minutes.
Or what makes 60 minutes so magical that you can wrap up a meeting quickly once that marker approaches? People need to leave, that's why. If it had been clear from the start that people will leave after 50 minutes, you can wrap up by then, same way you wrap things up at 60.
There is a lot of slack in meetings. What you need is someone to manage the available time and move things along, make sure that there is room at the end to get to a conclusion. You will have these last 10 minutes after 40 minutes instead of 50 if you pay attention to time and keep things moving.
This can be done, even with time to spare for pleasantries. I know this because I've been in meetings and I have run meetings like this. It helps if you can start on time and don't have to wait for stragglers in the beginning who needed a break between their back-to-back meetings.