Gary Winters

Coach  Workshop Facilitator Author

B is for Boring

boringOkay, let’s have a show of hands. How many of you would say the business meetings you attend are productive, participatory, and a good use of your time?

Let’s try again. How many of you would say the meetings you attend are boring, energy-draining, and a terrible waste of time?

Think of the last meeting you attended. Are any of the following the best you can say about it?

  • Well, I have to admit we ended on time.
  • Yes, we avoided making a critical decision, but at least (insert name here) was absent.
  • For some reason, (insert name here) didn’t go ballistic when (insert topic here) was brought up.

There are many reasons cited to explain why meetings fail, and they’re all correct. Meetings do need agendas, the right people, time limits, a good decision-making process, and so on. What I find amusing is that when you ask people, they know why the meetings they attend are so bad.

But they continue happening, because no one does anything about it.

Here’s my idea about why most meetings are so bad: they are boring. Mind-suckingly boring.


  • They occur in the same room over and over.
  • They occur at the same time over and over.
  • They have the same standing agenda, created when there were dinosaurs and still used in the 21st century.
  • Everyone sits in the same seats.
  • Everyone ignores the elephants in the room (for instance, how <insert name here> constantly talks too much, or <insert name here> never has anything to contribute>)

Are all meetings like this? Of course not. But then again, not all meetings are boring.

If you keep on doing what you’re doing, you’ll keep on getting what you’re getting.

Want less boring meetings?

  • Don’t meet.
  • Meet somewhere else from time to time.
  • Meet at different times.
  • Meet less frequently.
  • Create a new agenda for each meeting.
  • Challenge your unspoken ground rules about meeting participation.
  • Do something different every time.
  • Hold the meeting standing up.
  • Hold it outside.
  • Have everyone sit with their backs facing the conference table.
  • Do something unpredictable and different. Start with an ice-breaker. Have everyone complete and share this sentence: “Working here is like (blank) because (blank).” Or how about “These meetings are like (blank) because (blank)”?

Attack boredom.


“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.