”Can't meetings be booked anymore, or?"
Datum: 2026-03-24 09:16
When I visit organizations where employees have described feeling like they have too many meetings, I usually address that problem in my talks.
For you who prefer listening to reading, this post is also available as an episode of the ""Done!"" podcast:
A meeting is a common task, but of a certain kind
I then discuss evaluating the priority of meetings and saying yes or no to them based on the same principles as other tasks. I recommend playing a sliding puzzle game with one’s own scheduled time to make time for tasks that one otherwise wouldn’t have time for due to all the meetings. I describe how I managed to shape my work weeks the way I wanted them by creating a standard calendar that I followed.
No more meetings from now on?
Since a common theme in my message is that employees need to take more control over their time and planning, participants often exclaim, ”But if everyone got to do what they wanted with their calendars, we would never be able to have any meetings! Everyone would just make themselves unavailable to work in peace, and it would be impossible to find a time to meet.”
Yes, but of course
I understand the concern. However, it is based on the assumption that no one wants to have meetings, which is not my experience. On the contrary, most people find meetings extremely useful and important. It’s just that not all meetings are equally valuable or perceived as such. Too often, people have sat in meetings and quietly wondered, “What am I doing here?”
The right amount
There are many nuances between “lots of meetings” and “no meetings at all.” I am sure that you and your colleagues can find a balance where you refrain from attending meetings that do not bring value so that you can both participate more fully in the meetings you choose to be a part of and have time for other high-priority tasks that happen not to be meetings.
Even if you adopt a tactic for easily saying no to meetings, you won’t enthusiastically say no to all meetings! Everything can be abused. Of course, you will say no to meetings with a clear head so that you can maintain the collaborations that are crucial to you and the organization you work for.
Do this
- Look at your calendar a few weeks back and a few weeks ahead. Take note of the meetings you have.
- Look for meetings where you know you do not contribute and where the meeting does not benefit you in return.
- Consider refraining from attending those meetings and others like them in the future. Can you end your participation in that context so you won’t be invited anymore? Can you ask just to read the notes afterward? Can you make a deal with a colleague to take turns attending those types of meetings to both represent your department and catch up on relevant information?
- Also, note the meetings you have had and will have that are crucial for your job success. Be happy that you can attend them and that they help you achieve your goals.
Better use of time
If you are stricter about which meetings you attend and which you refrain from, you will utilize the form of work “meeting” better. You will use “a meeting” when it is the best way to solve a task and refrain from “taking a meeting” when there are no other ideas on how to move forward. You will use your time better and focus more on what is important.
How do you do it?
How do you choose which meetings to attend? What is the deciding factor? Write to me and tell me, because I am curious and all ears.
(Want to know how others work? Check out how Google keep their meetings efficient!)
There are more structure tricks to discover!
If you want more tips on how to create good structure at work, there are many ways to get that from me - in podcasts, videos, books, talks and other formats.
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