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Most Corporate Meetings are Like Nascar

In my professional career, I have learned the higher you go in an organization, the more meetings you are required to attend. Whether it be team meetings, meetings about meetings, meetings to prepare for upcoming meetings, or marathon conference calls, the map of corporate america is littered with meetings.

Although effective and efficiently run meetings can be a great value to any organization, the percentage of effective versus ineffective meetings is despairing. Most meetings consist of agendas, warring parties vying for power or influence, or misguided attempts to justify someone's salary. So how are these meetings like NASCAR?

Not bashing this... sport, but for the life of me, I have yet to understand the thrill of NASCAR. Simply put, you have a number of cars driving around a circle at max speeds. I agree there is a lot of strategy involved, but they are still driving around a circle. No progress made.

Another issue I have had with the race is the length. Why not race only a couple of cars for say 10 laps, determine the winner and have something similar to a tournament style system determine the fastest car? In my humble opinion, this would make the races a lot more entertaining. The long, 200 laps of constant circling leaves anyone waiting for the inevitable, and sometimes exciting crash that breaks up the droning, circular marathon.

So back to my point, how are most meetings and NASCAR similiar? Here are a couple of similiarites:

Internal Scorecard #1


The Internal Scorecard

I think there's a tremendous amount of misconceptions regarding achievement, productivity, creativity, ambition, work, work rate, work ethic, and so on.

So I'm thinking of publishing some analysis weekly with examples of what happened in the week, successes and failures, noteworthy events, what I'm reading and listening to, and so on. If it goes well, I can give you a picture of a workweek for me, intermix tactics and techniques, and give you practical guidance about what's working well and what isn't.

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