The article emphasizes that while meetings can seem inefficient, they are not inherently flawed. It critiques the common pitfalls of meetings—lack of shared context, vague agendas, overcrowding, and undocumented decisions—that ultimately lead to their failure. The author shares personal insights from transitioning to asynchronous work, noting that without proper structure, meetings can exacerbate issues rather than resolve them. The piece advocates for intentional meeting design to maximize productivity and ensure meaningful contributions from all participants.
Meetings aren't inherently bad- they're just poorly designed.
Great meetings don't start when people join the call-they start long before.
Without shared context, meetings become expensive catch-up sessions.
A real agenda answers questions like: What decision are we making? What problem are we solving?
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