![]() It’s a practical guide for anyone from the business executive to the conflict-resolution specialist to the dinner party host. Priya Parker has come to the rescue with her fine book The Art of Gathering: How We Meet and Why It Matters. Yet they fail to consider how to inspire attendees to interact in a meaningful, memorable way. Some planners focus on logistics with Martha Stewart-like attention to detail. Social gatherings can also be lost opportunities. ![]() With no specific strategic purpose for the meeting, with no measures of desired outcomes, with no real protocols for follow up, it was nothing but trust-busting fake work. In fact, in my interviews with many people in the company I’d received basically two responses when I asked what went on in that bi-weekly leadership council meeting: (1) “I don’t have any idea, but my boss is gone for three hours and that’s a good thing,” or (2) “I don’t have any idea, but my boss is gone for three hours and we really need him here with us.”ĭo the math: 30 managers multiplied by three hours multiplied by two meetings a month for many years. I told him my observation was that the meeting had no such effect at all. I asked what he meant by that and he said the idea was for the meeting attendees to take what they learned back to their people so everyone would “be on the same page.” ![]() ![]() “Oh, uh, to keep people informed?” he responded, with a question mark of his own. At the end of this marathon, I asked the senior executive, “What’s the purpose of this meeting?” It was apparently a question he hadn’t considered. ![]()
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