One of the metrics that Meeting.info tracks is attendance quality. How many people are late for meetings and how many leave early.
In this blog post we want to dive deeper into this metric, because there’s more to unpack around unpunctuality, from the point of employee wellbeing, besides our annoyance with it.
Several studies around lateness have been done over the years. And they reveal a more complex picture that managers might not be aware off.
Digging into the psychology of lateness reveals interesting possibilities about why people are late. It can indicate poor self-control, procrastination or the failure to set realistic goals. It can also be a sign of lack of focus or deeper-seated problems such as stress and anxiety.
Diana DeLonzer, the author of Never Be Late, conducted a study at San Francisco State University involving chronic lateness and found that of the two-hundred and twenty-five people in the study, 17% were chronically late.
The 17% chronically late, had trouble with self-control (were more prone to habits like overeating, drinking too much, gambling and impulse shopping), showed an affinity for thrill-seeking and displayed ADD-like symptoms like restlessness, trouble focusing and attention issues.
Secondly Pauline Wallin a psychologist in Camp Hill, PA, has found that people who are chronically late often wrestle with anxiety, distraction, ambivalence, or other internal psychological states.
Habitual lateness may be part of that very hard to deal with phenomenon of passive aggression where someone is resistant, often in a way that is hard to put your finger on, that undermines progress and makes people feel uncomfortable because the aggression is there but unspoken.
While sometimes a cigar is just a cigar, as a manager who cares about team wellbeing (especially during forced work from home situations), keeping track of attendance is less about being a headmaster, and more about spotting potential deeper issues based on a behavioural signal.