How to Tell If Your Meetings Are Earning Their Place

Are your meetings actually worth everyone’s time?

According to Dominic Price, most leaders spend upwards of 15 hours per week in meetings. That’s nearly half a standard working week consumed before a single strategic task gets done. And yet, very few leaders pause to ask whether those meetings are genuinely earning their place on the calendar.

The cost of poor meetings goes beyond lost hours. Disengaged teams, diluted focus, and a culture of obligatory attendance all slowly chip away at organisational culture and morale. A simple, honest self-assessment can help you identify which meetings add real value and which ones are draining your organisation.

Signs Your Meetings Aren’t Working

Some warning signs are obvious. Others creep in gradually until poor meeting habits become the norm. Watch for these markers:

• No clear objective before the meeting starts: attendees arrive without context or preparation
• Disengagement in the room: participants multitasking, checking phones, or contributing little
• No decisions made, no actions assigned: the meeting ends without any tangible outcome
• The same attendees every time: regardless of whether the topic is relevant to them
• Meetings that run over: they lack structure or feel directionless

If two or more of these feel familiar, your meeting culture likely needs attention.

How Poor Meetings Affect Leading Teams and Organisational Culture

Unproductive meetings are more than just a waste of time. When teams sit through repetitive, inconclusive gatherings, trust in leadership erodes. Engagement drops. High performers, in particular, grow frustrated when their time isn’t respected.

From a leadership perspective, the ability to run effective meetings is a core competency. It reflects how well a leader understands their team’s capacity, communication preferences, and working styles.

This is where tools like HBDI® (Herrmann Brain Dominance Instrument®) become valuable. As an assessment and profiling tool, HBDI helps leaders understand how individuals prefer to think, communicate, and engage. Applying these insights to meeting design—who’s in the room, how discussions are structured, and how decisions are reached—is a hallmark of strong senior leadership development.

Leadership assessment and profiling data can reveal, for instance, that a team member who appears disengaged in large group settings is actually highly analytical and contributes best in smaller, structured formats. That insight changes how you design meetings entirely.

How to Evaluate Your Meetings Honestly

Our Meeting Effectiveness Scorecard is a practical tool for auditing the quality of your recurring meetings across five key areas:

• Meeting design. Is the meeting structured with a clear purpose, the right attendees, and a well-defined agenda? Poor design is often the root cause of ineffective meetings.
• Time dynamics. Does the meeting start and end on time? Is the time allocated proportionate to the outcomes expected? Time is your most finite leadership resource. Spend it wisely.
• Interpersonal dynamics. Are the right voices being heard? Do attendees feel psychologically safe to contribute? Leadership assessment and profiling data can help you understand why some individuals disengage and how to bring them back in.
• Discussion dynamics. Is the conversation focused and productive, or does it drift? Are decisions being made, or deferred? The quality of dialogue is often the difference between meetings that energise and meetings that exhaust.
• Post-meeting. Are actions clearly assigned, with owners and deadlines? Does follow-through actually happen? A meeting without accountability is little more than a conversation.

Score each area honestly. The results tend to be illuminating and the path forward, clearer than you might expect.

Simple Changes That Lift Engagement and Outcomes

Once you’ve identified which meetings need improving, the fixes are often straightforward:

• Share a clear agenda 24 hours in advance so attendees come prepared
• Assign a facilitator to keep discussions on track and within time
• Clarify decision-making authority before the meeting begins. Who has the final say?
• Use leadership assessment and profiling insights to adapt how you communicate and engage different thinkers in the room
• Built in space for quieter voices. Structured turn-taking or anonymous input tools help surface perspectives that often go unheard

These aren’t radical changes. But applied consistently, they compound into a measurably stronger organisational culture.

Strong Leadership Includes Knowing When Not to Meet

Senior leadership development isn’t only about strategy or vision. It’s about protecting the conditions that allow teams to do their best work. Meetings, when poorly managed, undermine those conditions.

Regularly revisiting your meeting culture using the Meeting Effectiveness Scorecard keeps the habit of evaluation alive. The leaders who do this well run better meetings and build teams with higher trust, sharper focus, and a shared sense that their time genuinely matters.

If you’re ready to transform your team’s meeting culture, we’re here to help. Book a consultation with our experts to explore tailored strategies and together, we’ll build a meeting environment that drives trust, focus, and meaningful results.