'Good Traction' on Meeting Reductions
"Change is exceedingly hard in organizations and harder in healthcare," he says. "But this is one area where we've found extraordinarily good traction, because unlike everything else in healthcare where there are champions, there are very few champions for meetings."
As part of a recent engagement, Shore worked with one organization where the chief operating officer was reluctant to heed his advice about cutting down on meetings. As an exercise, he advised her to schedule one meeting a week that she knew in advance she would cancel, just to see if anyone objected.
"The reaction was quite the opposite," says Shore. "People began talking about how impressed they were that she was canceling them. They thought she was being very respectful of their time."
A leader's perspective should be that there should never be a meeting unless a decision is to be made, he says. "That should be the mantra. The problem is that the majority of meetings are in passive mode," says Shore.