An Executive’s Guide to Effective and Efficient Meetings

Take a look at any busy executive’s calendar, and you’ll probably see meetings upon meetings upon meetings.

One executive told Harvard Business Review that their meeting schedule was suffocating them: “I cannot get my head above water to breathe during the week.” Another said she once pinched herself in the thigh to stop from screaming during a particular meeting.

With all these “quick chats” and “all hands” and “status updates,” it’s a wonder how anyone gets anything done. Even more mysterious is why we still insist on having meetings, even though we know from prior experience that they’re not always the best use of our time.

Are short and effective meetings even possible? The answer is yes—but it takes structure and discipline. Here’s what you should consider next time an invite pops up in your calendar.

Ask: What’s the Point of This Meeting?

There are obviously a lot of benefits to having in-person meetings. They’re key to building collaborative and inclusive workplaces, as well as sparking creativity and problem-solving. They’re also good venues where leaders can get familiar with their staff and practice soft skills like empathy and being adaptable.

Of course, some meetings can’t be avoided—but plenty can be. When triaging your invites, consider what the meeting’s desired outcomes are, and what method (phone, video conferencing, in-person, chat or collaborative document) would be the most effective for accomplishing those outcomes.

Take project updates, for instance. You might just want to know where teams are in their work timeline and if they’re facing any stumbling blocks. A collaborative portal, like Slack or Yammer, might be a more appropriate venue for this conversation. It saves everyone time, people can consult the chat transcript later on and action items can be easily assigned. Slack offers some interesting streamlining integrations, as well.

At the other end of the spectrum, things like mission changes, digital transformation efforts or job restructuring typically land better when delivered in person. These meetings are also opportunities for senior management and executives to flex their leadership skills. 

Give the Meeting Structure

If you ultimately elect to hold a meeting, a preset agenda and firm time allotment can help keep it on track. Think about creating a collaborative document a few days prior to the meeting, where you can detail its purpose and structure, solicit employees’ agenda items and explain what materials or ideas staff need to bring with them.

In terms of timing, Gary Burnison, CEO of organizational consulting firm Korn Ferry, says 45 minutes is usually the sweet spot. “A half hour is too short when you spend the first five to seven minutes with small talk. Meeting for an hour can drag things on (I subscribe to the theory that people will take all the time you give them),” he wrote.

Also on timing, Burnison says Monday morning is the worst time to hold meetings, while Tuesday mid-afternoon is typically the best. 

Cull an Exclusive Guest List

From an employee’s perspective, being talked at for an hour doesn’t usually inspire engagement. That’s why, in addition to putting in the aforementioned structural guardrails, you should only invite the people who absolutely need to be in the room.

Companies, especially those trying to practice diversity and inclusiveness, sometimes err on the side of caution when sending out meeting invites. As one executive told the Harvard Business Review: “I believe that our abundance of meetings at our company is the Cultural Tax we pay for the inclusive, learning environment that we want to foster.”

But being inclusive about whose time you waste is a zero-sum game. Instead, meetings can be a guiding light on how to democratize the workplace. Keep in mind that not every employee needs the CEO’s ear. Often, they just need to be heard and valued by the person they report to. Instead of running everything up to the top this can be an opportunity to shape managers’ communication, delegation and relationship skills. 

Look for Action

 Keeping the attendee list short and tight also helps make meetings highly actionable. Some people like taking the BLUF approach (bottom line, up front), a communication style derived from the military that hinges on brevity and action. Think: This is what needs to get done. This is who’s going to do it. Any questions?

This can be good in goal-oriented meetings focused on assigning tasks, but it may be too blunt an instrument for brainstorming or discovery sessions. Even so, even the most open-ended and relaxed meetings should generate actionable to-do lists. Having a note-taker who follows the conversation up by email with an itemized list of delegated tasks—ideally with deadlines attached—is essential for keeping people accountable and on target.

Busy company leaders need structure to manage their time effectively. Observing these tips for effective and efficient meetings gives them back more hours in their day to do what matters most: Making the business a success.