A client of mine absolutely loved to have meetings. Regardless of the topic, if there was some reason for at least two people to have any kind of interaction a meeting got called. Not only were there a lot of meetings but there would almost always be superfluous bodies taking up space in the meeting that had no real reason to be there other than to be “informed.” Now, if decisions got made and things got done I would have had more tolerance for the meeting mania. But more often than not little got done at these meetings other than to schedule more meetings. It was madness, I say!
As a senior manager, I could have spent every working hour of every day in meetings.
Some time back I was responsible for a portfolio of projects being done within the finance organization of my company. One of the projects was outsourced to a large consulting firm who supplied the project management, analysis, and development resources to the project. I would hold weekly meetings with the project manager who consistently gave me a "thumbs up" on the project up to the first key milestone being hit. When the week of the first milestone approached, he announced that the milestone was going to have to slip by a week to ensure successful delivery. The next week came along and again the project slipped a week. This went on for two more weeks with the promise of "we'll for sure nail it next week." I decided to do some crawling around the project to assess where the project was really at. Turns out we were at least a month away from delivering to the milestone which was already a month late.
Unless you excused yourself for whatever reason you were there for at least fifteen minutes listening to his philosophy. The problem was that Moe was friends with the person managing our contract so we had to put up with him.
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