> People will learn to show up quickly.

My bosses (leadership) are in meetings literally all day long. Them showing up 5 minutes late to an internal meeting has nothing to do with them "learning". It's entirely about priorities. Teaching them to "show up on time" does nothing and only hurts me for being obtuse with them.

Well, yes, but also the critical attendees (people with something substantial to add) of the meeting aren't there on time, so the meeting cannot start on time, which leads to a culture where no one shows up on time. I was flummoxed yesterday when an SVP scheduled a large meeting and was the only critical attendee, and started exactly on time, within seconds. I showed up at the top of the hour + 49 seconds and missed at least 30 seconds of content.

In the early 90s I had a new department director who would bring a kitchen timer to every meeting. Meetings started on precisely on time and the timer was set to 22 minutes. When that bell rung, you could finish the thought, but the meeting would break at the 25 minute mark. If you didn’t accomplish the agenda, another meeting could be set, but it needed to be at least 2 hours after the one that just broke. Even meetings without him had to follow the rule. He also had a request that were were supposed to follow if we could, which was to allow ourselves to only schedule one meeting in an hour.

Obviously it was pretty chaotic at first and I recall us being pretty brutal in our assessment of his “crazy meeting quirk”. However after a few weeks something pretty interesting happened:

- Brevity and productive discussion became common. People usually went with their best opinion

- we usually finished the agenda (probably because we set reasonable agendas for 22 mis) and rarely needed that rollover meeting

- we spent more time at our desks actually doing instead of just talking about doing. I recall that team being really productive overall.

Later when I moved into leadership roles I attempted to bring this methodology but my own leadership generally was not supportive enough to allow me to be as rigid and I didn’t see the same success with the method…but to this day 32+ years later I still think it had merit.

I had asked him where he had learned it. My recollection is that he formulated it after reading that the average person’s attention span in a meeting was 27 minutes and he figured no one was productive after that, so he decided it was pointless to go longer.

I find it interesting when people such as the writer of the linked post take their experience and think it can just be applied to everyone else, and it'll always be a positive outcome.

A team I once ran made rules their meetings would end 5 minutes early, to create some space. We didn’t have the power to change the whole org, but we could control team meetings to create space before other meetings. Since the whole team was on board with this, there was always someone who would call out that it was time for the meeting to end, to prevent them running long.

At the same time, we had a rule that meetings would start when they say they start. This was after being incredibly frustrated by a guy on another team who would schedule his meetings to start on the hour, but then display a message that said we’d start at 5 after, to give people time to join, assuming other meetings would run long. This felt like he was wasting everyone’s time who showed up on time, and had the net effect of everyone showing up late to his meetings. If people learned they should show up late to his meetings, they can learn to show up on time to our meetings. Then we can stop waiting around hoping that everyone shows up. When someone shows up late to a meeting that’s already well underway, that sends a strong signal that they should be on time for the next one.