"The result was lost time, slow decisions and a sense that no one could ever get ahead. The leaders were spending more time managing meetings than leading the business. Over time, even talented people became frustrated. Some started blocking out fake "focus time" just to survive. Others disengaged quietly, attending meetings but contributing very little because they no longer believed anything would change."
"Step 1: Define what deserves a meeting We started by asking a simple question: Does this really need to be a meeting? Many recurring calls existed because "We've always had them." That logic had never been challenged. We cut every meeting that wasn't tied to a decision, a problem that needed solving or collaboration that truly benefited from live discussion. Updates that could be shared in writing were moved to a short weekly summary."
Leaders faced overloaded calendars filled with standing meetings, recurring calls and follow-ups that produced unclear decisions and required extra meetings. That meeting overload consumed strategy time, slowed decision-making and drained organizational energy, causing disengagement and surface attendance. The approach prioritized meetings only when tied to a decision, problem-solving need or collaboration that benefits from live discussion. Routine updates were shifted to concise written summaries. Eliminating unnecessary meetings halved meeting time for senior leaders, returned more than ten hours per leader per week, and improved speed, clarity and accountability across the organization.
Read at Entrepreneur
Unable to calculate read time
Collection
[
|
...
]