Excessive meetings have become a significant challenge in modern workplaces, with research showing that they can negatively affect employee engagement, productivity, performance, and morale. Studies and workplace surveys consistently highlight the negative effects of meeting overload, and here we will explore these and offer some evidence-based mitigation strategies.
Imagine a workplace where employees spend over 85% of their time in meetings, leading to increased stress and a negative impact on their mental and physical wellbeing. Even before the pandemic, up to 71% of managers already viewed meetings as expensive and often unproductive, a problem exacerbated by the shift to remote and hybrid models.
A recent study surveyed 76 companies across 50 countries that decided to address this by introducing “meeting-free days” each week. The results were striking. Companies that reduced meetings by 60% – allowing for three meeting-free days – saw a 57% decrease in stress levels among employees, significantly improving their mental and physical wellbeing. Additionally, introducing four meeting-free days led to a 44% increase in employee engagement, as people felt more appreciated and trusted. This research powerfully demonstrates that excessive, unproductive meetings hinder effective collaboration and disrupt focus, while reclaiming time can boost employee wellbeing and engagement.
The downsides of meeting overload
Here are some of the most common downsides to meeting overload:
- Reduced Productivity: About 70% of meetings prevent employees from completing their actual work, leading to decreased productivity and increased frustration.
- Lower Morale and Wellbeing: Frequent, unnecessary meetings are linked to lower psychological, physical, and mental wellbeing among employees.
- Financial Costs: Companies have been found to waste billions of dollars annually on unnecessary meetings, with one study estimating that over $37 billion is lost each year due to unproductive meetings. Employee burnout, disengagement, and associated high staff turnover costs result in an estimated cost of $ 1 trillion to organisations globally each year.
- Employee Engagement: Numerous studies show a positive correlation between employee engagement and productivity, and disengagement is often caused by meeting overload.
So, what now? Recognising these common downsides is the first step towards taking action. In this next section, I’ll share some practical strategies for overcoming meeting overload.
Strategies for overcoming meeting overload
Here are some practical, proven strategies you can implement immediately to overcome meeting overload in your organisation:
Assess if a meeting is necessary: Before scheduling, take a moment to consider whether the meeting is truly necessary or if objectives can be achieved through other means, such as email, collaborative platforms (E.g., Teams, Slack), or a quick phone call.
Have a clear agenda and objectives: Define a clear purpose, objectives, and desired outcomes for every meeting. Develop concise agendas and share them in advance to help attendees prepare and to keep discussions focused and productive.
Embrace efficient meeting practices: Use strategies like stand-up meetings and time-boxing to keep meetings brief and purposeful. Limit the number and length of meetings to only what is necessary. If the agenda has been completed, feel free to conclude the meeting ahead of schedule.
Implement meeting-free times: Designate specific days or time blocks as meeting-free to allow for uninterrupted deep work, creative and critical thinking.
Leverage technology: Utilise project management tools and collaborative platforms to share information and updates, reducing the need for numerous meetings.
Promote safe and active participation: Take steps to ensure a psychologically safe environment and encourage active engagement, and respectful communication during meetings to ensure they are meaningful, efficient and productive.
Train facilitators: Invest in training for managers and meeting facilitators to enhance their skills in meeting management, including time and people management. This includes technical skills in effectively managing online meetings.
Support employee well-being: Recognise the impact of meeting overload on well-being and provide resources for stress management, work-life balance, and mental health support. Encourage regular breaks in between work tasks and meetings. Allow for breaks within any meeting that runs longer than an hour.
Helpful resources
In its article Do you really need to hold a meeting? Harvard Business Review shares a fantastic decision making tool called Should I hold a meeting? which is helpful if you need help deciding if a meeting is necessary or not.
The University of Cambridge have developed a very useful and comprehensive guide to managing meetings effectively called Effective Meetings Toolkit which you can download for free.
The Open University offers a free course called Effective Communication in the Workplace which includes a Participating in Meetings module
If you have a LinkedIn Premium account (or take a free one-month trial), you can access training on a wide range of topics, including managing meetings effectively.
Conclusion
Excessive meetings are a proven drain on employee engagement, productivity, and morale. Aside from the human cost, organisations bear incredibly high financial costs associated with unnecessary meeting, disengagement and burnout. By implementing evidence-based strategies shared above, and supporting employee wellbeing, organisations can foster a healthier, engaging and more productive work environment.
Need help?
Are you facing meeting overload and want to work with a specially trained and experienced career and executive coach?
Get in touch for a free discovery call to discover how coaching can support your career development and wellbeing.
Lisa LaRue, MCareerDev, RCDP, MAC
Career & Executive Coach | Career Development Consultant | EMCC-Accredited Master Practitioner Coach (EIA) and Coach Supervisor (ESIA) and CDI-Registered Career Development Professional (RCDP) with over 20 years’ experience helping achieve successful and fulfilling careers. With a passion for human flourishing, Lisa is also a part-time doctoral researcher of flow, performance and wellbeing at work.
