EP 202: Dr Steven Rogelberg - The High Performance Meeting Makeover

An estimated 55 million meetings happen across the USA every day and 9 out of 10 employees admit to daydreaming during meetings. Forty seven percent said attending too many meetings is the No. 1 time waster. Dr Steven Rogelberg, author of The Surprising Science of Meetings: How You Can Lead Your Team to Peak Performance provides direction, smart tactics and a how-to guide to change your working life. Steven is the world’s leading expert on fixing meetings to stop wasting time and perform with better efficiency.

• The book's title is 'The Surprising Science of Meetings: How You Can Lead Your Team to Peak Performance'. What is peak performance?
• Why the science of, why not the research of? What does science tell us that research doesn’t?
• What does evidence tell us about the effectiveness of meetings today vs say 5 years ago?
• When we have meetings that are not fulfilling or empowering, how does that impact the company or team engagement?
• Have we gotten to a point where bad meetings are the expectation? Is it a self perpetuating thing?
• What's the residue following a bad or unproductive meeting?
• What would Steven put in a course on running meetings?
• Good stewards are committed to selfless service. Where does ego sit in a productive meeting?
• Should how we run a great meeting almost be part of the identity of a great leader?
• Steven has said he has seen himself as a scholar. How does that influence how he sees his work in the corporate landscape?
• Steven's best friend's dad once spoke with his father and that conversation taught him a valuable lesson. What lesson did he learn?
• There is a space between stimulus and response. In that space what would Steven hear?
• Many attendees if not the actual leader are late for meetings. What is the effect of lateness on the effectiveness of meetings?
• The DRI Directly Responsible Individual is something Apple uses after each meeting. Why does it work?
• How should a meeting debrief be done?
• Using daily huddles and super brief meetings that last no longer than ten minutes.
• In Steven's research how important is to have true dissension in a productive meeting?
• How should dissension be managed?
• Does Steven like notetaking via digital or paper?

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