CEOs have had it with conferences. They see them as unproductive time-sucks that clog up calendars and sap creativity. They usually’ve taken drastic motion to rid their workplaces of pointless brainstorms.
Lately, Shopify cancelled all recurring conferences with greater than two individuals to release staff to work on different duties. At Block, CEO Jack Dorsey declared Tuesdays an organization‑large no‑assembly day to shift the stability from “talking about work” to really doing it. Instagram head Adam Mosseri has vowed to cancel all recurring conferences each six months, including again solely ones which are “absolutely necessary.” At Southwest Airways, CEO Bob Jordan made a public declaration that conferences aren’t work. He blocks out a few of his personal afternoons from conferences. JPMorgan Chase CEO Jamie Dimon, in the meantime, inspired staff to “kill meetings” in his 2024 letter to shareholders.
Such actions could appear to be an overzealous campaign in opposition to a basic—if loathed—function of the trendy office, however Rebecca Hinds, creator of the brand new ebook Your Greatest Assembly Ever, says these bosses may not be going far sufficient. The Stanford PhD, who has studied conferences for 15 years and suggested practically 100 corporations, says that organizations may benefit from what she calls “Armeetingeddon” or a “Meeting Doomsday”—tearing conferences down utterly and ranging from scratch.
In keeping with her analysis, particular person contributors, managers, and executives spent a median of three.7, 5.8, and 5.3 hours per week, respectively, in unproductive conferences in 2024—a rise of 118%, 87%, and 51% since 2019.
“As knowledge workers, we spend 85 to 90% of our time collaborating,” she says. “There’s no activity that we spend more time on than meetings, and yet they’re highly, highly dysfunctional.” Conferences have assumed a starring function in workplaces’ “productivity theater” partly as a result of they’re so seen, she provides: “There’s nothing that says you’re more important than being double- or triple-booked for a meeting, so we orient around showing productivity through meetings, as opposed to actually designing the meeting to move things forward.” In organizations the place the collective mission and particular person targets are unclear, conferences have turn into a type of standing image—“a way to show progress, show productivity,” Hinds says, calling that tendency “harmful.”
Hinds’s resolution is to deal with conferences as “the most important, most expensive, and most overlooked products in your entire organization,” she writes in her ebook. An Armeetingeddon or a calendar cleanse is an effective place to begin. Hinds’ former employer Dropbox famously pulled this off in 2013 when, “in one sweeping move,” Hinds writes, the IT division “wiped recurring meetings from employees’ calendars overnight.” For weeks, only some important conferences have been spared from the corporate’s “meeting moratorium.”
“The relentless drumbeat of meetings vanished overnight, leaving behind something unfamiliar: uninterrupted time for employees to do their work,” writes Hinds, who joined Dropbox the next 12 months. Within the “meeting Doomsdays” Hinds has led, individuals have reclaimed as much as 11 hours per week—features with endurance, she writes.
However wiping calendars clear is simply step one. Hinds recommends rebuilding after a 48-hour “meeting detox,” and solely then including again conferences which have actual affect and are well-designed.
Amongst her prime ideas for such conferences is taking the default assembly size—be it half-hour or an hour—and reducing it in half, creating a way of urgency and the necessity for attendees to organize. The identical rule can apply to the invite listing. The truth is, Bain & Firm analysis discovered that when a gathering contains greater than seven individuals, choice high quality drops by 10% per additional physique.
Hinds isn’t stunned that so many CEOs are taking intention at conferences now: “We’re living in this era of efficiency,” she says. And when employees have fewer conferences, productiveness usually will increase. Cooperation will increase too “because people are forced to find new, more intentional ways to communicate without meetings.” On the similar time, micromanagement is lowered as a result of managers can not use conferences “as surveillance tools for their team.”
It doesn’t have to come back from the highest: It is a good second for the common worker to crack down on conferences too, as they face stress to develop abilities that make the most effective use of AI. “We know that so much of that is being done through personal experimentation and on personal time,” Hinds says. “We owe it to ourselves to think about those pockets of time that we can take back [and devote] to the things that are truly going to advance our own career and improve our organization’s ability to execute.”
That mentioned, there’s one innovation in assembly tech that Hinds is just not a fan of: AI notetakers. She by no means makes use of them herself. The temptation to ship a bot to a gathering, she says, is “a sign to me that the meeting has not been intentionally designed.”
