I became a manager in 1989 after almost twenty years spent in various jobs and organizations as a mission worker. Somehow, I thought that as one moved up the ladder, the quality of your peers and interactions with them were somehow on a plane elevated from the normal workaday. I had a lot to learn.
That first management job was within a division of over 200 people, and I was third from the top in the pecking order. I will never forget my excitement approaching the initial time that the Division Chief and Assistant Chief were both going to be out on the same day. I was going to be the acting Chief, and I was ready for any challenges that might face me! During that entire day, I did one Chiefly thing – I signed a requisition for pencils. That was a bit of a letdown, but it did not prepare me for my next disillusioning glimpse of life in higher tiers of leadership.
Not long thereafter, the Chief and Assistant were both unavailable again, and I was designated to represent the division at a weekly directorate Chiefs’ meeting. In advance, I was excited. The division I was representing accounted for about half of the entire directorate, although there were a number of other smaller divisions. I was pumped to get a chance to participate in such a gathering and to see how the sausage gets made.
The location was in a chamber high above the Main Reading Room of the Library of Congress. One could look out the huge window that fronted the space and see researchers busy at work down below. The meeting venue and the view were inspiring, but my expectations for the meeting itself were dashed very quickly. Such meetings, as I have found over the succeeding 23 years, typically focus on budget, personnel, program updates and then like. One does not attend such meetings to be inspired. What disturbed me most, though, was not the lack of inspiration.
The meeting took place in mid-afternoon, which is commonly known as a time of day when attention and focus lag for many individuals. Soon after the meeting began, the head of one of the Chiefs slumped forward slightly. Then, he began breathing deeply, loud enough to be heard at the table. Eventually, he began snoring lightly. The Director was aware but just kept on with the agenda. No attempt was made to awaken the gentleman.
I was shocked to see this happen at a Chiefs’ meeting. Maybe he was on medication, or maybe he had some adult beverages at lunch. Whatever the case, it was astounding to me that this would take place at a Director’s meeting with senior managers and that no one woke him up.
In the following years, as I moved up the managerial ranks, I spent countless hours in such meetings with high-level managers. In fact, I ended up convening many such meetings. I learned the following.
- Some people have an opinion on every topic, and feel compelled to share their thoughts at length.
- Some individuals, even at high levels in the organization, are hesitant to speak up in meetings and must be encouraged to do so.
- One vocal and individual with negative opinions can derail the positive energy and forward direction of a meeting.
- Some senior managers can be petty and can carry their grievances with others into meetings.
- A meeting without an agenda is more likely to fail than one that is carefully organized with participants apprised of topics well in advance.
- It is the convener’s responsibility to keep a meeting on track and to ensure that participants share appropriately.
- If the meeting takes place on a recurring basis with the same participants, the convener must work to have the individuals gel and to build up trust as much as possible.
- Seeking to receive inspiration from a meeting most often leads to disappointment.
- Seeking to impart inspiration as a meeting leader is a difficult task.
- Do not schedule important meetings after lunch!