Leadership under siege: The meeting culture crisis

Sri Lanka is still experiencing an economic crisis. The effects of the crisis are evident in the many hardships faced by common people, as survival can be considered a challenge.  In this scenario we are talking about the role of the citizen with different interpretations. As citizen how we can contribute to the development of the nation is something which should be redefined in this context. Even small factors we usually ignore can be really critical to the productivity and happiness of people.

Meetings 

Recently, I have participated in a discussion with many public and private sector representatives. The meeting lasted 145 minutes, and in the final 30 minutes, I noticed that many participants were not even looking at the head table, as they felt that enough was enough. In many forums, we have seen this, and the country and people need to consider the time, money and opportunity cost of meetings.

What research said 

As per the article published by Whillans et al. (2020) indicated that the managers  reported 83% of the meetings on their calendars were unproductive. And also  some US-based professionals rated meetings as the “number one office productivity killer”. In the same Harvard-published article, Whillans et al. (2020) argued that excessive meetings disrupt employees’ ability to focus, constrain their autonomy, and generate time pressure. These factors collectively heighten stress levels and diminish both employee well-being and productivity. The authors emphasise that addressing meeting overload is crucial to maintaining a healthy, effective work environment. Meeting overload also undermines job satisfaction by limiting time for focused, meaningful work. The article highlights that the problem is not merely the number of meetings, but their poor design, unclear purpose, and lack of decision outcomes. The authors recommend redesigning meeting practices by adopting clearer agendas, reducing frequency, and greater respect for employees’ cognitive and temporal resources.

What we can do 

To manage meeting overload, organisations should track a few key indicators. These indicators show how meetings affect daily work. Total meeting time is important. It shows how much of a workday is spent in meetings. For example, if staff spend most mornings in meetings, they have little time left for real work. Attendance is another indicator. Frequent absences mean the meeting may not be essential. Meeting room use highlights efficiency. If a room is booked for an hour but used for only 20 minutes, that is wasted time and space. Focus time is also important. Employees need uninterrupted periods to concentrate. A meeting-free afternoon helps people finish reports. Recurring meetings can reveal bad habits. A weekly meeting without clear outcomes adds little value. The cost of employee time is another factor. Every meeting uses paid work hours. This creates a hidden cost for the organisation. For example, a one-hour meeting with several staff members means many hours are spent without producing direct output. 

People need to consider the time, money and opportunity cost of meetings. To manage meeting overload, organisations can track a few key indicators

There are practical ways to reduce this. Meeting-free times can be set aside for deep work. For instance, keeping one morning free each week lets staff finish reports or analysis without interruptions. Recurring meetings should be reviewed and reduced. A weekly update meeting can be replaced by a short written update if no decisions are needed. Only essential people should be invited. For example, only decision-makers need to attend planning meetings. Others can get the summary later. Routine updates can be moved to email or online platforms. Project progress can be shared in a short message rather than a long meeting. Clear agendas and defined goals help keep meetings focused. A meeting with a listed purpose and time limit finishes faster and leads to decisions. Short follow-ups, such as brief action notes, ensure accountability without more meetings. Good management of meeting spaces also matters. Releasing unused rooms prevents wasted resources. These practices build a healthier meeting culture. Employees stay focused, use time better, and feel more satisfied at work.

Conclusion 

We have witnessed how ineffective meetings can waste valuable time on many occasions. Sometimes, people do not fully appreciate the importance of time, especially in professional settings. During my tenure as Dean of Management at the Faculty Board of the Open University of Sri Lanka, I made addressing this issue a priority. I implemented a policy limiting Faculty Board meetings to 90 minutes. This change helped ensure that discussions remained focused and productive, making better use of everyone’s time. Leadership plays a crucial role in setting the tone for efficient meetings. It is important to work with all stakeholders to create a culture that values time and productivity. 

In Sri Lanka, there is a need for improved, strategic approaches to management. Developing and implementing long-term strategies will benefit organisations across the country. Organisations that hold purposeful, well-structured meetings gain a competitive advantage. Effective meetings foster better decision-making and enhance overall performance. In the long run, these practices contribute to sustainable development and lasting success.

(The author is Professor in Management Studies, Open University of Sri Lanka and can be reached via email at [email protected])