The Problem with Meetings

Meetings are often unproductive, awkward, and exhausting. In a survey, more than two-thirds of people reported not having enough time to focus, with inefficient meetings being the main disruptor of productivity. However, meetings are not inherently bad. They have evolved from the command and control systems of the past to involve workers and elevate organizations. The negative outcomes of meetings are often a result of poor quality and unnecessary meetings. Nearly a third of meetings are found to be unnecessary, wasting time, energy, and ideas. Meeting recovery syndrome, the lingering effects and need to vent after a bad meeting, is also common. To improve meetings, it is important to reconsider when a meeting is necessary, focusing on the goals of deciding, learning, bonding, or doing. A basic reason to meet is the need for interaction and engagement. Shorter meeting lengths can be considered, and standing meetings have been shown to be more focused and effective. Additionally, who gets invited to a meeting should be carefully considered, with only those with relevant expertise or authority attending, and others being updated or kept in the loop. Creating an effective agenda is crucial, with agendas composed of questions to be answered leading to more thoughtful discussions and outcomes. Finally, to encourage active participation, meetings can be rotated to different leaders and remote attendees can be given priority. The key to improving meetings is to think more intentionally about them, challenge existing norms, and engage in candid conversations about meeting effectiveness.