Meetings are a serious drain on an organization’s time and resources, consuming up to 17 percent of the workweek and an estimated $37 billion per year.
Some confabs are inarguably essential to business operations, and others . . . aren’t. Vague or nonexistent agendas, rooms full of people who aren’t sure why they’re there, and participant grandstanding can all consume precious time and energy without delivering much value.
Ron Carucci, a founder of the organizational consulting firm Navalent, recently shared the key question he asks clients who need to cull their meetings calendar. “In my experience, meetings being ineffective is often an indicator that they shouldn’t be occurring,” Carucci wrote in the Harvard Business Review. “To test this, I ask groups, ‘If you stopped meeting, who besides you would care?’ If they struggle to respond, I have my answer.”
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