Too Many Meetings

 Too Many Meetings: Why It Happens and How to Fix It

When I meet with new businesses, they typically fall into one of two categories: either they have no meetings at all... or they have way too many. Interestingly, even teams I’ve worked with for a few months—who start off lean and intentional—can slowly drift into the trap of over-meeting. And I get it. Meetings feel productive. They create the illusion of progress. But too many of them? That’s a silent killer of momentum, morale, and margin.

Let’s be clear—teams should meet. Communication, alignment, and clarity don’t happen by accident. In fact, if you're a leader, think of the meeting room as your stage (see our previous blog).  But like most good things, too much of it can become a problem.

Why Do Teams Have Too Many Meetings?

1. Fear of Dropping the Ball
When systems are weak, meetings become the safety net. Leaders feel the need to constantly “check in” just to make sure things are happening. What they really need isn’t another Zoom call—it’s a better process.

2. Lack of Clarity on Decision-Making
When it’s unclear who has the authority to make decisions, everything becomes a committee. And that leads to yet another meeting... just to “circle back.”

3. Poorly Run Meetings Breed More Meetings
If one meeting ends without real action, it usually leads to a follow-up. And then a follow-up to the follow-up. You get the idea. One bad meeting turns into a cycle of more meetings that never really solve anything.

4. Meetings as a Crutch for Leadership
Sometimes, leaders avoid tough conversations by scheduling more group discussions. It feels safer. But in the long run, it erodes trust and wastes time

4. Lack of Trust
Sometimes, leaders haven't empowered their teams to make decisions...or they haven't coached their team members to solve problem effectively.  This leads to a lack of trust and causes the team to function more slowly (as every issue has to be discussed in a meeting).  If we delegate, empower, and coach our people to do their jobs well, many issues will be solved in real-time by our competent team.

How to Correct the Mistake

1. Start With a Calendar Audit
Take a hard look at the weekly calendar. What meetings are recurring? Who is attending? Are decisions being made? Is progress being made? If not, it’s time to cut or restructure them.  

2. Establish Clear Processes
When processes are strong, people don’t need to meet as often—they just need to execute. Use tools, playbooks, or a Business Operating System (B.O.S.) to handle the day-to-day so meetings can focus on what really matters.

3. Clarify Roles and Decision Rights
When people know what they own, they don’t need permission to act. Empower your team to make decisions inside their lane, and you’ll instantly reduce the meeting load.  And if you, the leader, are in too many meetings because you're in too many departments, solve that problem.

4. Create a Meeting Filter
Before scheduling a meeting, ask:

• Is this meeting necessary?

• What’s the objective?

• Can this be handled in an email or a shared doc?

• Who actually needs to be in the room?

5. Institute a Weekly Rhythm That Works
Instead of ad hoc meetings, create a structured rhythm—perhaps a Monday tactical, a quarterly planning meeting, and annual planning.  Some teams even benefit from a 10-minute daily huddle.  That’s usually more than enough when everything else is running smoothly.

Final Thought:
Meetings should serve the mission, not distract from it. If your calendar is full of meetings but your to-do list isn’t getting any shorter, it’s time to make a change. Build systems. Empower your people. And get back to real work.

Ryan Giles