Stephen Scott, BridgeTower Media Newswires
If you could have any superpower, what would it be? Many people would perhaps ask for perfect timing, because timing is everything. An individual with perfect timing would be hilarious, an amazing investor, great at any timing-based sports, always in place at the right time, and never wasteful of the one thing we cannot get enough of – time.
Thus, it should come as no surprise that companies are thinking outside the box when it comes to maximizing employees’ time. The most recent trend, popularized by Steve Jobs and the fictional Jed Bartlet, is the “walk-and-talk” meeting.
A walk-and-talk (or walking meeting) is nothing more than a meeting that takes place during a walk instead of in an office, a conference room, a restaurant or a coffee shop. These meetings are increasingly popular because they: 1, prioritize exercise; 2, increase creative thinking; and 3, have a natural end (something we all know cannot be said about generic meetings) because of a predetermined route.
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Potential pitfalls
All that said, there are areas of potential concern that employers should consider before considering this new trend. First, what happens if someone is mobility-impaired and would rather not join a walking meeting? Second, should an employee raise a concern, the question then becomes: What accommodation should be made?
Finally, it is imperative that the employer does not use walk-and-talk meetings exclusively. The last thing an employer wants is for mobility-impaired individuals to feel that they are excluded from being invited to certain meetings. Instead, walk-and-talks should be reserved for one-on-one meetings, with the primary focus on creativity and strategy. By keeping the walk-and-talk meetings small, the employer is reducing the implication that one has to participate in these meetings to be part of the team.
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Practical tips for employers
To minimize ADA risks and to maximize the benefits of a walk-and-talk meeting, I recommend the following:
• Small meetings only: The larger the group, the harder it is to engage in meaningful dialogue. Certain members will inevitably be stuck behind the main talking group and may feel not part of the team.
• Plan your route: This ensures that all participants know the reasonable length of the meeting. It also minimizes the risk of a mobility-impaired employee coming across difficult or unknown terrain. By providing the proposed route ahead of time, all participants know what they are getting into and whether they are physically capable of handling the proposed route.
• Be selective: Walk-and-talks should be limited to meetings where creation, thinking outside-the-box or strategizing is the focus. Document-intensive meetings, or those involving sensitive subjects should remain in the office (especially disciplinary meetings). The last thing an employer wants is to imply to employees that every meeting must be a walk-and-talk. Minimizing that implication reduces the risk of a mobility-impaired employee from stating he or she felt obligated to participate in the walk-and-talk.
• No surprises: Do not spring a walk-and-talk meeting on an employee. Last minute walk-and-talks enhance the likeliness of an unprepared, embarrassed employee, feeling obligated to participate in the meeting. By providing adequate lead time, employees will be able to dress appropriately and assess their physical capacity on the given day.
• Be OK with ‘No’: If an employee declines, do not take that as an opportunity to discuss the creative or health benefits of a walk-and-talk meeting. Graciously accept the person’s rejection and move forward with the planned meeting in the office.
Walk-and-talk meetings are part of the present and will be in the future. As workers become more vigilant about their time and how to maximize the work/life balance, the walk-and-talk meeting will become more ubiquitous in the workplace. It is important to remember that, although these meetings allow one to couple work with exercise, the above steps should be taken to minimize potential legal liability.
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Stephen Scott is an associate in the Portland office of Fisher Phillips, a national firm dedicated to representing employers’ interests in all aspects of workplace law. Contact him at 503-205-8094 or smscott@fisherphillips.com.
