It’s a universal complaint in the modern workplace: meetings are often a waste of time. Yet, we continue to schedule them. Ironically, the team leaders and executives who dislike inefficient meetings the most are often the ones calling them. So, why do we tolerate so many bad meetings?
Most of us know the basics of meeting etiquette—start on time, have an agenda, and send an action-driven summary. But if that’s not enough, are bad meetings simply a cost of doing business? Or can we systematically improve our meeting framework to enhance both productivity and team morale?
Here are several powerful strategies to fundamentally improve your meetings, moving beyond the basics to build a truly effective meeting culture.
Phase 1: The Pre-Meeting Strategy
An effective meeting begins long before anyone clicks "Join." The planning phase is your greatest opportunity to set the stage for success.
Rethink Meeting Duration
When you plan a meeting, what’s the first duration that comes to mind? For most, it’s one hour—the default setting on most calendar apps. Unfortunately, this default has no basis in productivity. Instead, it encourages us to fill the time allotted, whether necessary or not, a phenomenon known as Parkinson’s Law.
There is no single optimal meeting time. The right duration depends on the goal. A better approach: estimate the time you truly need, then subtract five minutes. As Steven G. Rogelberg, author of The Surprising Science of Meetings, notes, this slight time pressure forces attendees to stay on topic, focus on what’s important, and be more productive.
Curate Your Attendee List
Have you ever sat in a meeting wondering, "Why am I here?" With shared calendars and scheduling tools, it’s easier than ever to over-invite. Conversely, team members often feel slighted if they’re excluded from a discussion they believe is relevant to them.
To solve this, implement a tiered attendance system. Clearly distinguish between required attendees (those essential for the decision or discussion) and optional attendees (those who can join for awareness or contribute if they wish).
For example, a full team meeting might be mandatory for the first half where status updates are shared. For the second half, focused on resolving a specific issue, only the directly involved team members need to stay. This framework respects everyone’s time and maximizes efficiency.
Define a Singular Purpose, Not Just an Agenda
An agenda is a list of topics; a purpose is a reason for meeting. This distinction is critical. Surveys show that up to 50% of meeting agendas are simply reused, leading to directionless discussions.
Instead of creating a meeting called "Weekly Staff Meeting," define its purpose in the invitation: "Decide which marketing channels to invest in for Q3." A clear, action-oriented purpose achieves three things:
- It focuses the conversation.
- It prevents the scope from expanding unnecessarily.
- It clarifies exactly who needs to attend.
For best results, stick to one primary purpose per meeting.
Phase 2: Facilitating an Engaging and Productive Discussion
How you run the meeting itself determines whether you build consensus and solve problems or simply talk in circles.
Build Psychological Safety from the Start
Many meetings begin with the leader making announcements and giving directives. While natural, this sets a passive tone. Resist this temptation.
Instead, start with a round of check-ins. For example, have each teammate share one professional win and one challenge from the previous week. It doesn’t even have to be work-related. By letting your team speak first, you create a more balanced and psychologically safe environment, leading to more engaged participation throughout the meeting.
Encourage Healthy Conflict, Not Unhealthy Peace
Priya Parker, author of The Art of Gathering, warns against "unhealthy peace"—a dynamic where politeness and consensus are valued more than honest debate. When your team is more concerned with agreeing with leadership than with finding the best solution, your organization is at risk.
The most innovative companies have a culture of passionate, respectful debate. Meetings exist to solve problems that one person can't handle alone; they require collective intelligence and diverse perspectives.
To break a cycle of unhealthy peace, you must first create a safe space. Then, introduce structured debate. For a given issue, ask team members to defend different sides of the argument, even if it’s not their personal view. This exercise of "playing devil's advocate" teaches the team that it’s safe—and valuable—to challenge ideas and engage in healthy conflict.
Phase 3: Concluding with Clarity and Purpose
How you end a meeting is just as important as how you start it.
End with a "Last Call" and Reiterate the "Why"
Many leaders conclude by reading off a to-do list. While this feels productive, it focuses on the "what" and misses the "why."
First, offer a "last call" for any final thoughts or questions. This ensures everyone feels heard before you adjourn.
Next, instead of just listing action items, connect them back to the meeting's purpose and the team's mission. Remind everyone of the one key takeaway you want them to remember.
For example, rather than telling your sales team to "send follow-up emails, set up calls, and update the CRM," remind them that "we are counting on you to build trust with our most important clients and investors." When your team understands their impact, they are more motivated to handle the details and execute effectively.
Transform Your Meetings from a Cost to an Asset
Don't accept bad meetings as an unavoidable cost of doing business. See them as a recurring opportunity to strengthen your team, refine your strategy, and build a winning company culture. Your next meeting is a chance to put these principles into practice—as if your company's success depends on it.