This morning, a friend told me he had to cut our conversation short, as he was heading into a work meeting. As he was saying it, his tone and bright disposition nose-dived. His mood was suddenly so down that I intuitively blurted out “Are you getting fired?”

“No,” he chuckled, “worse. It’s a budget meeting.”

Of course, he wasn’t getting fired. He was just responding like we all do when we’re about to attend a meeting. Because meetings are awful.

In the realm of office life – or really, life in general – there's a common enemy that unites us all: meetings. A collective sigh seems to escape whenever mentions of meetings are uttered, and the phrase "I have a meeting" can evoke dread like no other. But why is this the case?

Why do we, collectively, harbor such animosity toward something that should be a collaborative and productive activity?

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Oh, wait. As someone who helps build stronger teams, I have answers.

Here are the problems with most meetings. You can put these on a bingo card and see if your next meeting is a winner!

Lack of Purpose

One of the primary reasons meetings tend to elicit groans is the lack of a clear purpose. Too often, individuals find themselves seated around a table, wondering why they were summoned and what the intended outcome is. Without a defined objective, meetings can meander aimlessly, leaving participants frustrated that their time was wasted and their flow interrupted.

Overabundance

The sheer volume of meetings that interrupt a typical workweek contributes significantly to our disdain for them. This is the aforementioned friend’s chief complaint. When back-to-back meetings fill our calendars, it becomes challenging to find time for focused work – you know, to do all the things being discussed in those very meetings – or even a moment of respite. This overabundance can lead to burnout, frustration, and a sense of being constantly behind.

Ineffectiveness

Even when meetings do have a purpose, they often fall short of achieving meaningful results. Poorly structured agendas, uneven participation, and tangential discussions can derail productivity and leave attendees wondering why they were even part of the conversation in the first place.

No Accountability

Another source of frustration is the lack of post-meeting follow-through. Promises made, action points identified, and decisions taken during the meeting frequently float away into the ether once the meeting room clears out. This lack of accountability can breed cynicism and erode trust in the process.

Time Commitment

Meetings are notorious time and energy vampires. The time spent preparing for, attending, and recovering from meetings can eat into valuable work hours, leading to rushed deadlines, overwork, and increased stress.

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But wait. What’s behind those problems with meetings?

Groups, like individuals, have personalities. Be it a long-standing work team or a mishmash of people brought together for an ad hoc meeting, the group will – rapidly and with no intention – develop a personality.

And, as is the case with individual personalities, certain traits will tend to dominate, leaving other traits out of the conversation.

Here are some common ways this dynamic shows up.

Introversion vs. Extroversion

How much should team members interact and how much discussion do we need?

Individuals who lean towards being more extroverted thrive on open discussions and verbalizing their thoughts to reach conclusions. They prioritize the input of others and believe in the power of inclusive dialogue. However, challenges can arise when extroverts misinterpret the quiet nature of introverts as intentional withholding, leading to doubts about their sincerity and dedication.
Conversely, introverted individuals find comfort in processing information internally before engaging in discussions. They value having a well-formed viewpoint before expressing it. Constant disruptions from extroverted counterparts, like frequent meetings and spontaneous conversations, can overwhelm introverts and impede their ability to focus and deliver results effectively.

Sensing vs. Intuition

Should the team emphasize experience and tradition, or new opportunities and possibilities?

Individuals with a preference for sensing may feel more inclined to rely on concrete facts and past experiences when making decisions. They might view ideas proposed by Intuitive types as too idealistic and impractical to pursue.
Conversely, individuals with a strong intuitive inclination tend to seek out fresh opportunities and potential pathways with eagerness. At times, they might perceive Sensing types as dismissing their innovative ideas prematurely, potentially throwing a wet blanket on their drive and enthusiasm.

Just as our individual personalities impact our interactions, so too will individual personalities impact the dominant communication style and vibe of the group. For example, teams made up of mostly extroverts will have an extroverted personality. Similarly, teams made up of intuitive individuals will be biased toward the intuitive personality type.

This is one of the main reasons we all dread meetings and why those five problems with meetings exist. Just as a relationship between two people needs to accommodate the personality types of each person, a team of people needs to make room for the different personality styles that comprise it. And that is generally not happening.

Hold up, I won’t leave you tool-less. I also have some solutions.

Know yourself

Which means know your personality type. And how your personality functions optimally for you. And how your personality interacts with other personalities.

I could end this post right there. 😆

No, really. It’s the most important thing you can do for yourself, your friendships, your love relationship, and your workgroup. Oh, and for your sanity. #AllTheThings

Have a facilitator

The facilitator is not the meeting leader. A facilitator works great as a rotating position with a very clear goal of monitoring time (no over-talkers), keeping the conversation focused, and ensuring that different personality styles are accommodated beyond that of the group’s personality style.

Simply put, the facilitator is Switzerland. Neutral.

Recognize blind spots and value diversity

Research has shown that teams with an awareness of blind spots and an appreciation for diversity make the best use of team resources. They use the embodied talents of each member, produce more workable solutions to problems due to the variety of input, and enjoy more effective solutions than do teams that let the majority personality type drive decisions.

Have fewer meetings

Implementing the above ideas is a great way to improve the quality and effectiveness of meetings. But lots of great, productive meetings are still a time suck. So, when considering calling a meeting, ask yourself, “Does this issue/question/decision require the group’s input?” If the question at hand doesn’t demand a lot of buy-in, isn’t terribly consequential, or has low-impact outcomes, do everyone a favor and just decide for the team. Or collaborate outside of a full-blown meeting.

Meetings don’t have to be so dreadful.

Before you resign yourself to yet another unproductive meeting, consider this: With the right tools, mindset, and approach, meetings have the power to spark innovation, strengthen team dynamics, and propel your goals forward.

Just imagine:

No more endless discussions that seem to go nowhere.
No more feeling trapped in a room (or Zoom) with no tangible outcomes.
No more needless disruption to an otherwise carefully curated day.
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Onward & Upward,