What’s worse than an ineffective meeting? Four ineffective meetings. This isn’t a joke, it’s the reality for many workers who find themselves attending a pre-meeting meeting, the actual meeting, a post-meeting meeting, and a follow-up meeting. Meetings seem to be contagious. Even if you work in a company with a strict meetings policy, it might surprise you to learn that 72% of meetings are deemed ineffective according to a recent survey.
Tech collaboration tools provider Atlassian surveyed 5,000 knowledge workers across four continents and concluded that meetings are the top barrier to productivity. If you feel like your workday is just a long parade of meetings, you’re not alone. A whopping 78% of survey respondents report that they’re expected to attend so many meetings that it’s difficult to get their actual work done. It’s no wonder that 51% of workers find themselves pulling all-nighters at least a few days a week due to meeting overload. This number jumps to 67% for those in director-level positions and beyond.
But meeting overload isn’t just about time; it’s also about energy. A staggering 76% of workers agree that they feel drained on days with many meetings. It seems the corporate world has inadvertently created a workforce of meeting zombies, shuffling from one conference room or Zoom to the next.
There are several reasons why meetings are ineffective. Often, a handful of voices dominate the discussion, leaving the majority of attendees silent and unable to contribute their ideas. While attending meetings and observing can be valuable for junior employees, it often feels like wasted time for more experienced staff. Many meetings lack an agenda or a clear desired outcome, leading to aimless discussions that quickly derail with lengthy introductory small talk. It’s not surprising that the survey revealed that 54% of workers frequently leave meetings without a clear understanding of next steps or who is responsible for which task.
You can take control of your professional and personal time and bring unruly meetings under control with a few simple steps. First, start declining meetings. If you’re unsure why you were invited, ask the organizer why and what they hope you can contribute. You might be able to provide helpful information in advance, eliminating the need for your physical presence.
Secondly, insist on an agenda. While this can be challenging as an individual without appearing difficult and potentially damaging relationships, you can lead by example. Include a bulleted agenda and desired outcome in all your meeting invites. After each meeting, send a brief summary of decisions and action items to ensure everyone is on the same page. During your next one-on-one with your manager, suggest issuing a company-wide memo encouraging all employees to include an agenda and desired outcome in meeting invites.
Also, consider introducing new ideas like stand-up meetings, which tend to be shorter. Discuss the possibility of a weekly no-meeting day trial, allowing workers time to complete meeting-mandated tasks. If you work hybrid or remotely, evaluate your company’s collaborative tools. Sometimes, sharing a document and engaging in a Slack thread or using a collaborative whiteboard like Miro can eliminate the need for a meeting altogether.
Focusing on improved productivity, a topic managers typically appreciate, will make your suggestions more appealing. All these recommendations demonstrate your proactive approach to addressing meeting fatigue, rather than simply complaining, which, while enjoyable, is ultimately unproductive.
