With the end of summer and the return to work, many of us are back to the routine of work meetings. While meetings can be useful, poor planning and execution often make them a waste of time. Despite this, it is undeniable that meetings are essential for decision making and team building.

This contrast leads us to reflect on the management of meetings, a topic that has gained relevance in recent years despite the fact that the Harvard Business Review already addressed it in a article from... 1976!

How can we transform these meetings into real strategic tools?

There are several fundamental keys to conducting effective meetings: clearly define the objectives, call to the right people, send advance material, establish a clear diary (and stick to it) and send detailed conclusions at the end. At first glance, these premises may seem obvious but, on the internship, they are rarely followed. Instead, meetings often become a space where productivity is diluted by endless discussions and unclear objectives.

One of the first questions we should ask ourselves at call a meeting is: is it really necessary? This is perhaps the most crucial and yet the most ignored question.

Many times, we call meetings out of inertia, without reflecting if they are the best tool for the goal we have in mind. If the purpose is simply to share information, it might be more efficient to use other means, such as e-mails or management project platforms. If, on the other hand, we need to make important decisions or solve a complex problem, a well-structured meeting may be the best option.

It is also essential to clearly define the purpose of the meeting. Do we want to share information, discuss ideas or make decisions? Each of these objectives requires a different approach . If it is not clear what is expected from the meeting, participants may feel frustrated and disoriented, contributing to the perception that meetings are a waste of time.

Another critical aspect is the role that each participant must assume in the meeting. It is not enough to call the right people: it is also necessary for each person to know his or her role. This not only helps financial aid to keep the focus on the important issues, but also encourages active participation and commitment from all attendees. When roles are clearly defined, it is easier to prevent the meeting from getting sidetracked into secondary or irrelevant topics.

Many organizations continue to convene and conduct meetings ineffectively. This is partly because, deep down, many of us like to meet. Meetings satisfy several basic human needs: they allow us to interact socially, to feel that we are part of a community, to be informed and to be heard. In addition, meetings can bring a certain status to participants, as our opinions are valued and we have the opportunity to influence decisions.

However, the reality is that meeting together is not always the best option. Sometimes, the need to interact and feel part of a group can lead us to call unnecessary meetings, which reduces productivity instead of improving it. Therefore, it is crucial that we are aware of when and why it is really necessary to meet.

Despite these difficulties, meetings will remain an unavoidable part of our working life. The core topic, then, is not to avoid them but to make them more effective and productive. This requires a conscious effort on the part of everyone involved.

It is not enough to complain that meetings are too many or unproductive: we must actively work to improve their quality and increase their positive impact. One way to achieve this is to ensure that each meeting has a clear purpose and that objectives are well defined from the outset. In addition, it is important that meetings are kept focused and that a strict diary is followed. At the end of each meeting, detailed conclusions should be sent to all participants so that it is clear what has been decided and what the next steps are.

Another effective strategy is to limit the issue number of meetings and the time spent in each one. Instead of having long, frequent meetings, we can opt for shorter, more closely spaced meetings that are focused on solving specific problems. This not only reduces the time spent in meetings, but also increases productivity by allowing participants to concentrate on their tasks.

In conclusion, although meetings may seem like a burden, they have the potential to be a powerful tool to improve decision making and strengthen the work team. The core topic lies in managing them effectively, making sure that each meeting is necessary, well structured and has a clear purpose . Only then can we make the most of their potential and turn them into a valuable resource rather than a drag on productivity. The projects we work on and the quality of our working relationships will thank us for it.