(1) If you are having a two person meeting, go to his/her office. This gives you control as to when you can leave. (2) Politely question the value of every meeting suggested. It is probable that half of them will be time-wasters. (3) Insist on agendas for meetings and make sure they are used. (4) Try having stand-up meetings scheduled just before lunch or quitting time. They will be a lot shorter. (5) Never wait for late-comers at a meeting, proceed on schedule. (6) Be wary of business luncheon meetings. Although they can be useful to get to know someone, but the actual business conducted can take up to ten times as long as in the office. (7) Don't waste time on trifles as some decisions can be made by flipping a coin. An example of this is: "Should a meeting be held in the larger or smaller of two conference rooms?" (8) If you have a small unpleasant task ahead such as perhaps reprimanding a supplier or an employee, clear this meeting off at the start of the day. Otherwise, it will affect your performance all day long. Besides, it is more fair to the person involved not to delay. (9) If you really want visitors to have a short stay, consider eliminating the extra chairs in your office. Remain standing yourself after they arrive and have a subordinate remind you of a meeting in say five minutes. (10) Be choosy about seminars and conferences you attend. Will you really learn something new about the subject? Will the people you meet be interesting and informative? If you are in general management, don't show up at finance, purchasing, or engineering conferences unless of course you have a specific reason to be there such as presenting a paper. Don't go just to see old friends. (11) Be choosy as to whom you invite to meetings. If you are presenting future plans or budgets to your seniors, don't bring your subordinates for moral support. Bring them only if they have something to of substance to contribute, otherwise you are just wasting their time as they should have already been heavily involved in the planning or budgeting process.

Again we remind you that these are only suggestions and that Stewart-Hay Associates is in no way responsible for any direct or indirect action or actions taken for or against any individual as a result of the enactment of one, many, or all of these suggestions. This is because each company has its own culture and its own methodology for doing things. If you are going to enact any or all of these suggestions, we strongly recommend that you first discuss your concepts and/or plans with your supervisor and clearly obtain his/her concurrence before starting.

A Jumbo Coil of 5/16 Inch Copper Rod.