Self-Reflection: Are Workers Fueling the Meeting Madness?

In a world where the buzz of collaboration collides with the need for deep work, we find ourselves at a crossroads: how do we balance the essential act of coming together with the equally vital necessity of productivity? This struggle is one that many of us can relate to in the modern workplace, often feeling like a ship navigating through a dense fog – the destination is clear, but the path is anything but. My last article examined meeting culture overload and where it all started, but solving the issue isn't simple, especially if we are part of it.

The Role of FOMO and Inclusivity

The Fear Of Missing Out (FOMO) is not just a phrase coined for digital life escapades; it has seeped into our professional lives, influencing how we perceive and engage with meetings. A study from Miro found that sixty-one percent of respondents reported taking meetings while on PTO, and 76% said they attended meetings outside their typical workday hours. Could FOMO be why? The risk of not being in the meeting can make workers feel like they will miss out on essential opportunities like tasks or networking that can help elevate their careers or decisions that impact their organizations or roles.??

In our quest to be included in every decision-making process and fear of being left out, we might unknowingly advocate for more meetings than necessary. The question is, do we equate presence with productivity? This mentality can lead to an inflated number of meetings, most of which might not require our attendance.

Visibility vs. Productivity

In some company cultures, visibility in meetings is often misconceived as a marker of productivity or commitment to the job. This perception may drive employees to attend or even schedule unnecessary meetings to showcase their involvement or to highlight their contributions, fearing that their absence might be misinterpreted as a lack of engagement. This has led to a bloated calendar of meetings, many of which contribute minimally to actual work output. According to Zippia , workers consider 71% of meetings unproductive.?

This points to a deep-seated issue within organizational culture: the emphasis on being seen in meetings overshadows productivity and work quality indicators. This focus on visibility not only exacerbates meeting overload but also breeds a workplace culture where the value of work is measured by hours spent in conference rooms rather than tangible outcomes.

The Reflective Mirror: Insights from the Workplace

I recently posted a poll on Linkedin asking about the impact of meeting culture and whether having a full day of meetings makes you feel more productive. The findings mirror the multifaceted perspectives on the impact of meetings on productivity. With only 3% of employees in favor of more meetings equating to increased productivity, it's clear that the current system needs recalibration. Twenty-one percent of respondents said that meetings invariably delay critical work, siphoning off the time that could be applied to pressing tasks. The other figures speak for themselves: 36% of respondents want to strike a balance between meetings and work, while 40% believe that the usefulness of meetings depends on how productive they can be after having them. These results speak to the purpose of those meetings we tend to dread. The truth is some of them could have been an email, while others are vital opportunities to get the right people in the right places to solve an organization's pressing issues or bring forth innovative ideas.

The Bottom Line

Ultimately, while it's convenient to blame organizational structures or leadership for the incessant meetings, reflecting on our contributions presents a more evenly distributed responsibility. This isn't to say the problem is squarely on the shoulders of workers, but rather that we all play a role in perpetuating a culture that either leans too heavily on meetings or finds a healthier balance.

Admitting that part of the meeting culture conundrum rests with us might just be the first step towards creating a more productive, balanced, and satisfying work life. The next phase of this journey is determining what tangible steps we can take as individuals and collectives to rethink our approach to meetings. Only then can we transform our workdays from being meeting-laden to being meaning-laden.