I Hate Meetings. Here’s How to Make Them Worth Having Anyway.
Let me be clear right up front:
I hate meetings.
Most meetings waste time. The leader talks too much. The people in the room are there because they have to be, not because they need to be. Everyone leaves with less energy than they walked in with—and very little actually changes.
If that sounds harsh, it’s because you’ve probably sat through the same kind of meetings I have.
But here’s the inconvenient truth: avoiding meetings altogether doesn’t work either. When a business is growing, leaders still need alignment, decisions, and clarity. The problem isn’t meetings themselves—it’s how most leaders use them.
So this isn’t a love letter to meetings.
It’s a practical guide to having fewer, shorter, better ones that actually support leadership instead of getting in the way.
Why most meetings fail (and it’s not your team’s fault)
Meetings usually fall apart for the same reasons:
There’s no clear purpose
No decision is expected by the end
The leader uses the meeting to think out loud
Too many people are invited
No one prepares
Everything discussed could have been handled another way
When meetings become a habit instead of a tool, they turn into performative productivity. Everyone looks busy. Nothing really moves forward.
That’s not leadership. That’s avoidance.
Rule #1: If there’s no decision, don’t meet
Meetings exist for one of three things:
making decisions
aligning people around a direction
solving a specific problem
If the goal is a status update, information sharing, or “checking in,” it’s not a meeting. It’s an email, a shared document, or a quick message.
Before you schedule a meeting, ask yourself one question:
What decision will be made by the end of this?
If you can’t answer that clearly, cancel the meeting.
Rule #2: Invite fewer people—and mean it
Most meetings are crowded because leaders are afraid to leave someone out.
But here’s the reality: not everyone needs a seat at every table.
If someone isn’t contributing to the decision, isn’t directly affected by the outcome, or doesn’t need to weigh in, they shouldn’t be there. Being invited to fewer meetings is a sign of respect, not exclusion.
Good leaders protect their team’s time.
Great leaders are willing to make that call.
Rule #3: The leader should talk less
This one is uncomfortable, but it matters.
When leaders dominate meetings, people disengage. Ideas get smaller. Participation drops. The room waits for the “right answer” instead of thinking critically.
A better approach:
clearly state the purpose of the meeting
ask for input
listen
then decide
You don’t lose authority by listening first. You gain better information—and stronger buy-in—without turning the meeting into a lecture.
Rule #4: Time-box everything
Long meetings invite rambling.
Set a limit:
15 minutes
30 minutes max
If something can’t be handled in that time, it’s either not clear enough yet or too big for a meeting. Time constraints force focus, preparation, and better thinking.
And if you finish early, end early. There’s no prize for using every minute.
Rule #5: End with clarity—or the meeting failed
Every meeting should end with:
what was decided
who owns what
what happens next
when it will be revisited, if needed
If people leave unsure, confused, or still debating, the meeting didn’t do its job.
Clarity is not harsh.
Clarity is kind.
The real issue isn’t meetings—it’s leadership
Meetings become a problem when leaders use them to:
avoid making decisions
feel productive without being strategic
think out loud at other people’s expense
substitute planning with discussion
Strong leaders don’t rely on meetings to run their business. They use them intentionally, sparingly, and with respect for everyone involved.
You don’t need more meetings.
You need better decisions, clearer communication, and fewer interruptions.
And if you’re going to meet, make it count.