| Whether intentional or by misfortune, being late | | | | Consider your scheduled meeting times as just a |
| for a meeting is, in itself, a visible sign of | | | | center point of your overall meeting time. It is |
| disrespect for other people's time. Think about | | | | usually the informal meetings or contact before |
| the fact that your tardiness usually affects not | | | | and after the formal session where most of the |
| just your own productivity. Your being late has a | | | | business or decisions are solidified. Always allow |
| infectious multiplying factor because tardiness | | | | time for this informal contact: |
| impacts the productivity of those many that are | | | | 1) Allow yourself 15 minutes before each |
| kept waiting. The impact in real dollar cost | | | | scheduled meeting or event to: |
| associated with productivity loss related to | | | | - get your thoughts or agenda together at the |
| lateness are staggering. | | | | location for the meeting |
| Bottom line: 10 minutes/day of lateness equates | | | | - have a quick meeting with the main person to |
| to $90 Billion/year in lost productivity or 1% of | | | | review the agenda |
| the US GDP | | | | - chat with the person who is setting up the |
| Recent studies have shown that chronic tardiness | | | | meeting room to get information on the |
| affects 20% of the US population, Yes, 20% are | | | | attendees. Executive Assistants and |
| consistently late. In 2006 Corporate CEOs show | | | | Administrative Assistants can be an invaluable |
| being late 8 out of 10 meetings. This alarming | | | | source of information. Build trust with this |
| trend of Chronic CEO tardiness has actually | | | | individual. |
| worsened since 2002, when a study by | | | | - socialize and introduce yourself to the attendees |
| management consulting firm Proudfoot, highlighted | | | | prior to the formal meeting. You are likely to |
| CEOs were late six in 10 meetings. | | | | pick-up on the temperament of key individuals |
| All good studies wouldn't be complete unless they | | | | attending your meeting. |
| categorized the types of latecomers. According to | | | | 2) Allow 15 minutes after each scheduled meeting |
| an ABC News report in March 2007, there are 4 | | | | or event to: |
| types of chronic tardiness people: | | | | - review how effective the meeting was |
| 1) Rationalizer type: Blames outside factors | | | | perceived by your key customer (coach) or by |
| 2) Absent-minded Professor type: forgetful or | | | | an attending colleague. |
| disorganized | | | | - Take time with the key person (key influencer) |
| 3) Deadline or Producer Type: Adrenaline addicted | | | | to review the outcome of the meeting and |
| junkie. Gets a psychological high on having a | | | | strategize next steps |
| jammed schedule | | | | - Test the water and ask for the business. You |
| 4) Rebel type: Defies authority and gets a high in | | | | might actually get the order. Alllow time for that |
| keeping people waiting. Feel so important that feel | | | | too |
| people are willing to wait. | | | | 3) Give yourself the 15/15 minute buffer before |
| Diana DeLonzor, in her book Never Be Late Again, | | | | and after each scheduled meeting to allow for |
| has chronic lateness types further defined into | | | | unexpected things. Plus you will less likely impact |
| seven categories. | | | | on subsequent meeting times. Early is always |
| Bottom line: Whether it is a thrill or habit, there | | | | better than late. Arriving on-time is the most |
| are steps you can take to reduce and eliminate | | | | visible sign of disrespect toward the other people |
| your chronic tardiness problem. | | | | involved. For first time meetings, being on-time is |
| How do you respect and effectively utilize the | | | | one of the major positive impacts on 'first and |
| universally shared commodity of time? | | | | lasting impressions'. Add to your good reputation - |
| Balancing your time with those around you is an | | | | be on-time. |
| ongoing challenge. Be vigilant about effectively | | | | Including this 15/15 Time Wrapper around each of |
| using your time and anyone sharing your time. | | | | your scheduled appointments and meetings will |
| Your calendar, your day timer (or PDA) and the | | | | afford you more time to prepare/strategize |
| clock are intrinsic tools of the business trade. | | | | (before)and then assess/close(afterwards). |
| Learn to tell time, use timers and challenge | | | | Reduce stress on both yourself and those around |
| yourself to get there on time. | | | | you. Your respect for other people's time is a |
| There are mental mind-sets and effective | | | | measure of your own self-respect. Being |
| meeting processes that can help you kick the | | | | respectful is an honorable trait - a trait that can |
| tardiness problem (they helped me). | | | | only add to your glowing reputation. |