The Bolduc Brief: The Ineffectiveness of Meetings in Leadership and Management

In today’s fast-paced world, effective leadership and management are more critical than ever, yet organizations across various sectors continue to rely on an outdated tool: the meeting. While meetings can serve a purpose, they often devolve into monotonous routines that sap energy, productivity, and creativity from the very teams they are intended to inspire. This article argues that meetings should be an exception rather than the rule within organizations and suggests that leaders must actively evaluate and streamline their approach to meetings.

Reflecting on my experiences in the military, one particularly resonates with the theme of ineffective meetings. After sitting through long, tedious discussions, it wasn’t uncommon for a departing participant to mutter, “Well, I’ll never get that time back.” This sentiment encapsulates a profound issue: time wasted in poorly structured meetings could be better spent on productive work. The fatigue of enduring a leader who drones on, becomes sidetracked, or monopolizes the conversation, detracts from the overall mission of any organization. When discussions veer off course into self-indulgence rather than focusing on actionable outcomes, the gathering becomes less of a productive meeting and more of a performance for a captive audience.

Moreover, the timing of meetings plays a crucial role in their effectiveness. Early morning meetings disrupt participants’ routine schedules, forcing them to adapt their priorities before they have had the chance to fully engage with the work at hand. Conversely, late afternoon or early evening meetings can be equally counterproductive, as team members often become preoccupied with completing their daily tasks and heading home. After experiencing four diverse assignments at the Pentagon, where the schedule was dominated by back-to-back meetings stretching from 6 AM until 7 PM, I witnessed firsthand the debilitating effects of meeting fatigue. Team members became consumed with preparatory work for upcoming meetings rather than focusing on their core responsibilities, leading to a detrimental cycle of disengagement and inefficiency.

For anyone in a leadership position, it is imperative to assess the necessity, structure, and timing of meetings regularly. Upon taking on a new role in an organization, my first step would be to evaluate existing meetings and their intended purposes. This could mean eliminating gatherings that do not provide clear value, thereby freeing up valuable time for team members who could better leverage their skills in more impactful ways. This critical examination also extends to the duration and timing of meetings. Research indicates that meetings longer than 30 minutes often lead to diminishing returns in terms of engagement and productivity, while poorly timed gatherings can further aggravate an already stressed workforce.

Furthermore, disinterest from leadership during meetings can create a culture of disrespect and disengagement. If leaders fail to actively listen, learn, and engage with their subordinates, they send a clear message: the voices of their team members do not matter. This disregard for input undermines morale and productivity, leading to an organizational environment defined by cynicism rather than collaboration.

The detrimental effects of excessive, poorly-managed meetings are not limited to the military or corporate sectors; they extend to governmental institutions as well. A recent article highlighted the nature of the president’s Cabinet meetings, which have been criticized for functioning as mere spectacles rather than productive discussions aimed at addressing critical policy issues. A statement from the former president illustrates this point perfectly: “I’m going around a room, and I’ve got 28 guys − the last one was three and a half hours…I can’t wait to get out.” Such meetings, rather than fostering transparency and collaboration among leadership, often become arenas for superficial praise and sycophantic displays. It is your meeting, Mr. President, so fix it and stop closing your eyes (https://apple.news/Av3C8I-Y-TPm8seO7eZdBJA).

It is evident that the current systems of leading and managing—both in corporate and governmental contexts—fail to serve the needs of their constituents. Leaders must pivot away from a reliance on endless meetings that drown out innovation and responsiveness to the people they serve. There is a pressing need for leaders at all levels to roll up their sleeves, acknowledge the potential pitfalls of excessive gathering, and prioritize direct action that benefits their teams and the populations they serve.

In conclusion, re-evaluating the role of meetings in leadership and management is essential. Meetings should be well-structured, purposeful, and scheduled at appropriate times, serving as a means to an end rather than an end in themselves. By minimizing time spent in gatherings and fostering open, honest lines of communication, leaders can cultivate a more engaged, productive, and respectful organizational culture. The time has come to transform meetings from obligatory fixtures into strategic opportunities for genuine collaboration and progress—after all, every minute counts in the pursuit of excellence.

Donald C. Bolduc