Meetings are an integral part of how organisations operate today. Schedules are often packed weeks ahead, leaving employees with little choice but to spend significant time in discussions, reviewing strategies, monitoring progress and tackling challenges.

Despite their prevalence, meetings tend to attract criticism, with many workers finding them inefficient, unnecessarily lengthy or simply redundant. This persistent discontent prompts leaders to reflect: when do meetings truly add value, and when might alternative approaches serve better?

When conducted effectively, meetings are invaluable in fostering clarity, alignment and momentum. They provide a space where teams can exchange perspectives, make collective decisions, resolve issues and strengthen trust. Particularly for complex matters, live conversation allows for immediate feedback, robust debate and rapid clarification of misunderstandings. Additionally, meetings fulfil a social function within organisations: they nurture relationships, reinforce a sense of community and help transmit organisational culture. In periods of uncertainty or transition, face-to-face, whether in person or virtually, dialogue can be especially potent.

However, the usefulness of a meeting is wholly dependent on its intent and execution. Poorly structured meetings can sap energy, disrupt focused work and breed irritation. Studies repeatedly show that many meetings lack a defined purpose, involve excessive participants, or conclude without concrete decisions or next steps. In these instances, the cost, lost productivity and diminished engagement far outweigh any potential benefit.

The key to productive meetings is deliberate planning. Before arranging a meeting, it’s wise for leaders to consider, "Is the outcome required best achieved through a meeting, or could another method be more effective?” For simple information sharing, a meeting is often the least efficient choice. Alternatives such as written reports, dashboards or brief video updates frequently deliver information more succinctly and offer recipients the flexibility to engage as suits their schedule.

Communication using several methods over a short timeframe stands out as a highly effective substitute for meetings. Tools like email, shared documents and project management platforms empower teams to propose ideas, review content and provide feedback without the need for simultaneous presence. This approach lowers scheduling barriers, encourages flexible working and can lead to more thoughtful contributions, as people have time to consider before replying. These methods are not only useful but also necessary for teams that work in different time zones.

Another helpful option is to use clear frameworks for making decisions. Many meetings are convened solely to reach decisions that could easily be made by a designated individual or a small group, provided they have gathered input beforehand.

Strategies such as written decision briefs or distributing background materials ahead of time allow stakeholders to weigh in prior to any final judgement, enabling swifter and more targeted decision-making without drawn-out debate.

That said, not every meeting should be discarded. Certain situations genuinely benefit from real-time interaction, such as brainstorming sessions, resolving disagreements, sensitive conversations or intricate negotiations.

These scenarios are often more fruitful when participants can read each other’s reactions, pose questions and adapt on the spot. To maximise the impact, such meetings should be carefully designed: set a clear objective, restrict attendance to those who genuinely contribute, prepare an agenda and conclude with agreed actions and assigned responsibilities.

Making meetings shorter can also boost their effectiveness. For instance, a focused 25-minute session often produces more results than the conventional hour-long slot. Stand-up meetings, where appropriate, can further enhance concentration and efficiency. Periodically reviewing recurring meetings ensures they continue to serve their intended purpose and remain relevant.

Ultimately, the true worth of meetings lies not in the gathering itself, but in what is achieved as a result. Successful organisations are not those that convene most frequently but those that make considered choices about when to meet and when to opt for alternatives.

By blending well-structured meetings with effective communication methods, leaders can safeguard time, sharpen decision-making and cultivate a workplace that is both productive and engaged.

Ian Garner is a retired Fellow of both the Chartered Management Institute (FCMI) and the Institute of Directors (FIoD). He is a supporter of Maggie’s Yorkshire, which offers cancer support at its Leeds centre and across the UK. Ian is also the founder and director of Practical Solutions Management, a strategic consultancy specialising in business growth and leadership.