New York Lawyer
March 18, 2004

Q:
What do you think about people who are habitually late to meetings? We have a couple of people who just can�t seem to get to partners� meetings on time and it�s irritating -- and we generally don�t start until they amble in.

I think it�s disrespectful (and of course I�m always on time, which means I waste time). Naturally, these two are top money makers but I don�t think that�s a good excuse for wasting everyone�s time.

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A:

Being late to meetings either evidences just plain laziness and disorganization, or sometimes is a more subtle exercise of power -- saying, in effect, "I�m too important to have to worry about your meetings." On the other hand, it could be that they feel the meetings are a waste of their time, and that the meeting process could be tightened up.

Obviously you or someone can try to directly talk to those involved and tell them to be on time, pointing out the inconvenience they cause when not showing up on time. Or you or whoever runs the meetings could announce that there�s been concern about meeting starting on time, and that everyone is expected to start promptly. You can appeal to the importance of teamwork and consideration for others to make this point. The latecomers may not realize that they are holding everyone up, nor how it comes across (as arrogant and uncaring). Further, allowing "top money makers" to effectively run the show is a crass illustration of their power, suggesting that the only people who counts are those who bring in revenues, when lots of other roles contribute to the overall legal services product.

More broadly, this could be an opportunity to cast a critical eye on your meeting procedures and improve them. For instance:

� Only hold meetings that actually must be held; mindless "regular" meetings can lead to doubts about their significance.

� Circulate the agenda in advance with strict rules that the agenda must be completed, in order, before getting to "new business."

� Circulate significant papers/documents in advance so that people don�t spend time at the meetings reading them.

� Publicize the meeting time widely, start on the stroke of the agreed-upon time and insist on an end time that is strictly adhered to. Strict timing lends a sense of urgency about getting through the agenda.

� Run the meeting efficiently: for instance, the leader/facilitator should curb endless monologues by summarizing the points made and moving onwards.

� Run the meetings inclusively: the leader/facilitator should call on people who are habitually silent to ask for their input, and to prevent one or two people from dominating. All these things contribute to an atmosphere that says "these meetings are important, focused and well run, so being late just isn�t an option."

Sincerely,
Holly English
Principal Consultant, Values at Work