A recent study claimed that managers spent between 25%-50% of their time in meetings. Little of this time it would seem is productive. Too many managers fit their work schedule around meeting times, and end up putting in excess hours just to get their work done. It’s no wonder then that Scott Adams chooses to use meetings and all their deficiencies as a fodder for many of his Dilbert strips.

So, if ever there were an issue for managers to exert leadership, it is in the management of meetings. Two attributes of leadership can help alleviate "meeting fatigue." The first is the ability to adhere to a clear vision of the future; and the second is empowerment; i.e., encouraging autonomy within others so that everyone feels a part of the team.

Exerting vision and empowerment can lead to fewer, shorter, and more productive meetings. Here are some steps you might take as a meeting leader. [See diagram at the end of article.]

First, determine the purpose for the meeting. Every meeting should have a compelling reason to collect people together in one location. Among the reasons to have a meeting are to gather information, review work, determine solutions, generate ideas, and make decisions. All of these activities may be valid reasons for having a meeting, but none of them must occur exclusively in a meeting.

For example, if the purpose of a meeting is to gather information or review progress, think of ways to accomplish the tasks by using voice-mail or e-mail? A comprehensive status report cover the same ground. If so, don’t have a meeting. Work behind the scenes to collect information, report it, and disseminate it. Don’t waste everyone’s time by calling a meeting.

Second, draw up the agenda based upon the meeting purpose. Include topics that pertain to the need for the meeting. If you want to gather information, structure the meeting in a logical manner so that information can be imparted quickly and efficiently. Ask information providers to bring materials to the meeting so it can be distributed and used for reference. If the meeting is structured around finding a solution or making a decision, limit the agenda items to the topic at hand. Be very clear and specific.

Structure the meeting around those activities. Do not fall into the trap of thinking that just because you have convened a group means you must cover everyone’s pet project. No! Think of why you’re having the meeting and act accordingly.

If creativity is your goal, think about having the meeting in a place that encourages freer-thinking—a coffee bar, a restaurant, or a park. You want to provide an atmosphere where participants can express themselves. Consider providing light refreshments as part of the discussion.

Third, establish ground rules for discussion. The meeting leader should insist that all comments be direct and to the point. Allow participants to finish their comments, but request that they be brief. Insist that people confine their remarks to issues, not to people.

If someone does ramble, the meeting leader should gently intervene, either with probing questions (Can you explain what you mean by…) or wrap-up statements (If I heard you correctly, you are saying…) Other participants will thank you for your intervention.

During idea sessions, or even preliminary problem-solving sessions, it might be useful to borrow techniques from the art of dialogue. This technique, which takes practice to master, encourages participants to express their viewpoints without fear of contradiction nor recrimination. It starts by letting people "speak to the center of the room." Listeners are encouraged to reflect before they speak. In this way, participants learn more about each other as well as collectively build a "verbal database" of information that can be used in future discussions.

Fourth, limit debate. One reason meetings seem interminable is that too often they become sparring sessions for rivals or arenas for one-upmanship. This makes for fine "business theater," but it makes for a long-winded meeting. Hold to the ground rules; discussion yes, lengthy debates, no!

Fifth, adhere to the agenda items. This is important. The meeting leader should request that participants address the issues at hand. Discussions that involve other matter can be held "off line" with one or more people at a different time. (There is, however, a place for "agenda-less" meetings. They are really "dialogue sessions" and not governed by the same criteria.)

Sixth, end meeting at scheduled time. Imagine a meeting that ends when it’s supposed to. Bringing a meeting to a close on time is a genuine act of leadership. It demonstrates that you have a vision and that you value your colleagues’ time.