We are all familiar with it—the feeling of having sat through yet another meeting without purpose or meaning, where little was said and even less decided. We leave the room (or the Teams link) thinking: “This meeting could have been an email.” Yet, we continue to do it. Why? And how can we, as leaders, regain control over our time and create a meeting culture that actually drives our organization forward?
When Meetings Kill Initiative
In our quest to be accessible, inclusive, and transparent, we have often fallen into a meeting trap. We frequently gather “to inform,” “just in case,” or because “it’s always been this way.” This is not just a poor use of time—it is strategically irresponsible. Every hour spent in a meaningless meeting is an hour not spent on value creation, reflection, customer dialogue, or development.
From a holistic leadership perspective, how we use time and attention is seen as a core competency. We recognize that meetings are more than practical coordination points—they are microcosms of the organization’s culture. Poor meetings create fatigue, uncertainty, and apathy. Good meetings create clarity, direction, and ownership.
Why Purpose Must Be Central
“Everything that is done is done with a goal in mind.”
– Aristotle
Aristotle said, “Everything that is done is done with a goal in mind.” When we enter a meeting without a clear goal, we lack not only efficiency—we lack purpose. And when people gather without purpose, we easily lose both engagement and accountability.
We must ask ourselves three questions before each meeting:
- What is the purpose of this meeting?
- What do we want to have achieved when the meeting is over?
- Are there better ways to achieve this?
If the answers point to an email, a short video clip, a digital update, or a one-on-one conversation—then we should choose that instead. The meeting should be a tool, not a ritual.
From Time Thief to Value Creator
An important part of holistic leadership involves seeing the connections—between people, culture, processes, and results. Meeting culture is a reflection of how we lead.
Here are three concrete steps we can take to make meetings strategic anchor points:
Implement a Meeting Diagnosis—Before the Meeting Happens
We can establish a simple, common practice in the team.
Should-This-Meeting-Happen Check
A simple form or thought experiment where the initiator must justify why the meeting should occur and what will be different afterward. If it cannot be clearly formulated in one line, the meeting should not happen.
This creates accountability and prioritization. Additionally, it trains us to think strategically about communication, not just reactively.
Use the 40/40/20 Principle for Meeting Preparation
40% of the value lies in preparation
Participants should have the agenda, goals, and context in advance. Not just to inform—but to allow people to prepare questions and contributions.
40% in the meeting itself
Focus on dialogue, decisions, and shared ownership.
20% in follow-up
Conclusions, actions, and learning should be anchored and followed up.
This strengthens psychological safety and ownership. When we know that the meeting is a place for co-creation, not just passive listening, we show up with a different energy.
Ritualize the Conclusion
The end of a meeting should not be a weak “let’s wrap up.” This is where we reinforce meaning, direction, and action. A simple ritual:
- What have we agreed upon?
- Who does what—and when?
- What do we take with us moving forward?
People remember what happens at the end. A clear and dignified conclusion increases accountability and builds a performance culture.
Leadership in Meeting Form—What Do Our Meetings Say About Us?
It is tempting to see meetings as a necessary evil, but the truth is that they are one of the most visible expressions of how we practice leadership. How we structure, conduct, and follow up on meetings tells something about who we are as leaders. Do we show direction? Create meaning? Listen? Or do we just reproduce habits we never questioned?
As leaders, we must ask ourselves: If our employees could only see our meetings—and nothing else—what would they think is important in this organization?
Room for Conversation
“To help another person is not to take them away from where they are,
but to meet them where they are.”– Søren Kierkegaard
Søren Kierkegaard wrote, “To help another person is not to take them away from where they are, but to meet them where they are.” Instead of pulling everyone into meetings that do not concern them, we should rather ask: Where in the organization does the real conversation happen? Where is there room for reflection, for co-creation, for leadership?
Meetings should not be an escape from work—they should be an extension of work, where relationships, direction, and decisions occur in real dialogue.
TL;DR
- Meetings without a clear purpose are not only ineffective; they are strategically harmful.
- Use three questions before calling a meeting: What is the purpose? What should be achieved? Is there a better way?
- Implement concrete practices like meeting diagnosis, the 40/40/20 principle, and ritualized conclusions.
- Our meetings reflect how we lead—let them be conscious, powerful, and human.
