Improving Meeting Culture at Work: Strategies to Increase Meeting Effectiveness & Efficiency

Hi there,

I saw some crazy statistics showing there are about 60 million meetings a day only in the United States and this number is increasing every year (source: National Bureau of Economic Research).

In corporate world, people often default to setting up a meeting for every single decision they make – and half of the people in the meeting don’t really need to be there.

This inefficiency not only squanders valuable time and resources but also contributes to a broader issue of productivity in the workplace.

Why do we invite people to meetings?

I understand that sometime we invite people to meetings for some good reasons like:

(1) Receiving relevant expertise and input,

(2) Receiving approval from the key decision-makers,

(3) Providing project updates to make sure everyone’s on the same page,

(4) Problem-Solving activities like brainstorming,

(5) Information-sharing like teaching everyone else something critical.

But sometimes, we invite people to meetings for not-good reasons like:

(1) Formality and bureaucracy

(2) Covering up our lack of productivity by making it look busy

The whole idea behind managing meetings lies in optimizing the use of time, resources, and personnel, while also fostering a culture of transparency and efficiency within the organization.

Good Reason #1 – Receiving relevant expertise and input:

Inviting individuals with specialized knowledge or skills to meetings ensures that discussions are enriched by diverse perspectives and informed insights.

The implication for leaders is the strategic identification of individuals whose contributions are integral to achieving meeting objectives, thereby maximizing the value derived from their participation.

Good Reason #2 – Receiving approval from key decision-makers:

Involving decision-makers in meetings is essential for obtaining buy-in, aligning priorities, and advancing initiatives.

Seeking approval from key stakeholders ensures that proposed actions are consistent with organizational goals and strategies, mitigating the risk of misalignment or resistance to change.

Good Reason #3 – Providing project updates to ensure alignment:/

Regular project updates enable teams to track progress, identify emerging issues, and align efforts towards shared goals.

Leaders play a crucial role in facilitating open communication, setting clear expectations, and fostering a culture of continuous improvement and collaboration.

Good Reason #4 – Problem-solving activities like brainstorming:

Meetings focused on problem-solving activities, such as brainstorming sessions, encourage creativity, innovation, and collaboration.

Leaders must create a supportive environment that fosters open communication, risk-taking, and experimentation, empowering team members to contribute ideas and explore unconventional approaches.

Good Reason #5 – Information-sharing like teaching critical concepts:

Meetings dedicated to information-sharing serve as platforms for disseminating knowledge, best practices, and lessons learned across the organization.

Leaders should prioritize clarity, relevance, and engagement in presentations, ensuring that information is effectively communicated and understood by participants.

Questionable Reason #1 – Formality and bureaucracy:

Inviting individuals to meetings for the sake of formality or adherence to hierarchical protocols can lead to unnecessary delays, decision paralysis, and resource wastage.

Leaders must challenge conventional norms and practices that prioritize form over function, advocating for streamlined processes and agile decision-making frameworks that promote responsiveness and agility.

Questionable Reason #2 – Covering up lack of productivity by appearing busy:

Inviting individuals to meetings as a means of appearing busy or justifying one’s productivity can create a culture of busyness that prioritizes quantity over quality.

Leaders must foster a results-oriented culture that values outcomes, initiative, and impact over mere activity.

How unnecessary meetings can lead to burnout?

Unnecessary meetings are a huge Time & Energy Drain.

The sentiment of exhaustion and frustration resonates deeply for many individuals who find themselves trapped in unnecessary meetings, where participation yields little to no tangible outcomes.

Meetings are really exhausting, especially when you are not getting anything out of it and you are not supposed to be there.

In this fast-paced professional landscape, where time is a precious commodity, the toll of unproductive meetings extends beyond the scheduled timeframe, encroaching on both the hours leading up to and following the meeting itself.

It is true that meetings usually eat your time plus 1-hour before the meeting because of preparation/anticipation and 1-hour after the meeting because of recovery.

The takeaway: How can we improve our meeting culture?

Discuss this with your team and let everyone discuss if their presence in a meeting is really necessary.

The mere act of convening for a meeting shouldn’t be an automatic default; rather, it should be a purposeful decision driven by clear objectives and tangible outcomes.

By encouraging open dialogue within the team about the necessity of their presence in meetings, leaders empower individuals to assess their contributions and prioritize their time effectively.

If it is really necessary, consider some options like shortening the meeting by doing 10-minute meetings or walk and talk meetings.

It is also a good idea to offer no-meetings days throughout the week if it fits your needs.

By embracing the concept of “no-meetings days” offers teams dedicated blocks of uninterrupted time to focus on deep work, collaborative projects, or individual tasks, and reducing meeting fatigue.

Flexible meeting strategies allow your team to optimize their use of time, enhance collaboration, and achieve greater overall effectiveness in achieving their goals.

It is also a smart idea to conclude meetings by summarizing key takeaways, clarifying action items, and assigning responsibilities to ensure accountability and progress.

You don’t want to end up setting up meetings to follow up on the previous meetings.