Most people report that most of their meetings are not very useful or productive. The three metrics that we tend to look for, huggy row and me, is just pure talking time. If a leader talks the whole time, that's a bad sign. And if i was going to pick a model c o, back in the nineties, i used to go to a monday morning meeting at ido,. David would talk six or seven minutes of that whole hour.
Most of the work we do requires coordinating and collaborating with others. But how can we ensure the benefits of working with others, while avoiding conflict that’s inherent to communicating within groups?
In this podcast episode, Matt Abrahams speaks with Bob Sutton, Professor of Management Science and Engineering at Stanford School of Engineering and GSB Professor of Organizational Behavior (by courtesy) about maximizing productivity while minimizing what he calls “friction.” “So many organizations make the right things too hard to do and the wrong things too easy,” Sutton says. “For communication, to me, a big part of a leader's job is to be clear about where people should focus attention and where they should not focus attention.”
Connect: