Ever have a meeting to plan for a meeting, that sets the agenda for a meeting, that reviews a meeting?
Seriously – I know places where this is done. The fear of doing things creates more work, more to do’s, adds time and complexity and in short, gums up the works.
Here is a novel idea – a perfect thought for a hot summer day (at least on the East Coast of the USA)…
Listen:
The shortest route to getting things done is just do it.
Takayuki Ikkaku, Arisa Hosaka and Toshihiro Kawabata
Like I said – what a concept. What does NIKE say….???
What do you say????
Finally, the best excuse yet for why we don’t need analysis or requirements. Yes, \just doing [it]\ is the quickest way to get things done — that’s plainly obvious — but is it the best way? There’s the dilemma.
yes
In my mind excess meeting phenomena links closely with previous entries concerning the importance of planning, and the issues of integrity and accountability. ‘Just doing’ can result in unforseen failure if not planned appropriately. Regarding integrity and accountability, there is a link I believe with the increase in blame culture detrimentally affecting them. This can then create an atmosphere where individuals are reluctant to make solo decisions in case they could be making, and so accountable for, the ‘wrong’ ones (regardless of ones seniority) Result? Decision by committee through meetings (which, unsurprisingly, can still end up being ‘wrong’!) I would place a bet that those companies worst afflicted also have an underlying paranoia, with ‘back covering’ endemic.
I am definitely in the get it done camp – a big challenge for me is working with micromanagers and those that are plodding through a meeting/project – I admit when I start to feel that kind of sluggish leadership I lose enthusiasm for the project.
I myself am a doer – as opposed to a teacher, maybe? – but I agree with Ian in that it is not always best to rush into a project without enough planning or consultation. In big projects, it is more expensive to fix even small problems once they’ve occurred than to sufficiently plan and get it right the first time. Of course, there does exist a phenomenon known as the law of diminishing returns, which I think goes back to David’s original point..
It is perhaps a problem that every big organization faces… I think all of us, who are young and eager, would consider it heaven if someone came to us and said “Just do it”… But most of the time, we are given a task and desk full of policies, guidelines, and a road map to follow in addition. it is not necessarily a bad thing… in moderation. But coupled with micromanaging and sometimes traditional and set ways of doing things, it paves the way to frustration and average results. So how do we find a balance between getting things done efficiently, allowing for innovation, nurturing enthusiasm, providing just enough guidance, but not screwing things up by allowing too much freedom? Does it go back to the question of leadership rather than planning?
I completely agree. Rafa Esteve, who was my boss at Y&R Spain, still to this day says: “A meeting without a client is a waste of time.” It takes courage and determination though. The Just Do It example is best. See here for a sign of Nike’s courage: http://www.smashingapps.com/wp-content/uploads/2008/06/nike-just-do-it.jpg
Clealry Just do It — just go and get it done — does not mean without thought; without analyzing the situation; without planning. It does mean — though — no analysis paralysis — no overthinking — no double and triple thinking. Id also argue — and see next week — that we need to give people more authority with their jobs and all of us need ot accept more accountability — think on that