When employees spend their days hopping from one confab to another, it's probably a sign of a deeper problem within the organisation, says Bloomberg Opinion's Sarah Green Carmichael.
must do more than encourage employees to be more selective about the meetings they schedule or attend.
When organisations seek to limit the number, size or frequency of meetings, they are often treating the symptoms of an underlying disease. But addressing the root causes of meeting overload requires deeper work.
I’ve experienced this firsthand. At a former employer, we tried to keep Fridays meeting-free so that staff could focus on their heads-down work, but inevitably, the logjam of meetings Monday to Thursday meant that the pristine calendar space of Fridays was too alluring to ignore. As conference rooms filled up on Fridays, the boss would send periodic emails pleading with people to stop. He probably needed to go further - make it impossible for our calendar software to function on Fridays, perhaps, or physically shoo people back to their desks. Even then, I’m sure meeting-addicted employees would have found ways to continue to confabulate.
Leaders can also experiment with different formats. Managers could build prep and follow-up time into the meeting itself; perhaps the first 10 minutes are spent preparing, and the last 10 are spent firing off follow-up emails. Or limit the length of meetings to 45 minutes rather than an hour to make sure people have a few moments before the next one starts. Or model better meeting etiquette by using a focused agenda to guide every meeting.
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