Meetings have been around for centuries (cue joke about how they sometimes feel that long). But research on how to do them well only began in the last 20 years, says Joseph Allen, professor of industrial and organizational psychology at the U. Allen literally wrote the book(s) on the subject and created the Center for Meeting Effectiveness to fill the research void.
Allen says ineffective meetings can lower job satisfaction, raise stress, and lead to thoughts of quitting. On the flip side, he adds, “Good meetings increase job satisfaction and engagement, give you resources, and guard against burnout and fatigue.” Follow his guidelines for meeting success below. If you’re tempted to skip the steps, be forewarned: “Our research shows that one bad meeting causes three more meetings,” says Allen.
all the meeting that I have, and they are a lot to plan schedule execute production and how to improve that for future use too and we are doing way better day by day the more we do that I see the improvements.
we talk about our goals too, the company goals labor …. etc.
we try to excite what we have the plan for by emails because it’s too many departments involved but still like the idea of evaluating the meetings and check if we can do it with emails instead of meeting time is money..
This article really resonated! It highlighted the importance of intentional communication and evaluating whether a meeting’s value truly outweighs focusing time differently; productivity and wellbeing go hand-in-hand. What steps have you all incorporated to differentiate meaningful meetings from the ultimately time-consuming ones?
This article resonates so strongly, especially after thinking we’d perfected remote collaboration and then ended up back with just as many (or more!) inefficient virtual meetings! The point about ‘meeting vertigo’ is just spot on.
I really appreciate the emphasis on deliberate, effective communication. It makes me wonder though, for those deep-dive brainstorming or truly difficult conflict resolution discussions, are we risking losing something vital by pushing *everything* into asynchronous channels? Is there still an ‘X factor’ (beyond pure output) present in a powerfully well-facilitated, live interaction that asynchronous tools just can’t quite replicate?
And thinking about the “fewer, better meetings” goal – how can workplaces foster the sort of trust and transparency needed for employees to *truly* feel comfortable saying ‘no’ to a meeting invitation, or questioning its necessity, without fearing repercussions or being seen as uncooperative? It feels like the cultural shift might be the hardest bit to crack! So many great points to ponder.