the disease of compulsively scheduling meetings if:
1. your reponse to everything is to create a meeting.
2. if in a meeting you derail from the topic of discussion the meeting was created for.
3. if you continue the meeting after some invitees have already joined other meetings, and your conclusion is to set another meeting so that you can discuss what it was supposed to be talked in this meeting.
4. once this new meeting has started, you start talking about what it was described in point number 2. And this is how you end up tired and surprised you are tired.
The moral – when you have something to clarify, a short meeting is better than sending 10-15 emails. The idea is not to transform the meeting into a background noise tool, during which employees must work because otherwise there’s no time to solve the work tasks.
I think it is important for employees not to have their work schedules crammed with meetings, so that they could pay more attention to their tasks.
And the most important thing of all – to keep a pragmatic perspective regarding the topics to be discussed during a meeting and the points that should be verified in case issues appear. Short and to the point is how the meetings should unfold so that people don’t leave them drained of energy.
Why do I give the aforementioned advice? I am the survivor (fortunately, not the only one) of a six consecutive hours monthly meeting. Thus, here I am being able to tell the story and give recommendations.
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