Introduction
Summary of the Book Meetings Suck by Cameron Herold. Before moving forward, let’s take a quick look at the book. Imagine a world where meetings aren’t dreaded obligations, but energizing opportunities to learn, collaborate, and succeed. That’s the promise at the heart of transforming your meeting culture. Instead of yawning through endless chatter or feeling trapped with irrelevant details, you can create gatherings that respect everyone’s time, spark fresh ideas, and drive meaningful progress. This book invites you to rethink the old ways: arrive early, rotate roles, encourage quiet talent, and break hierarchical habits. You’ll discover how simple adjustments—like shorter huddles, agenda-based invitations, and off-site retreats—turn ordinary sessions into vibrant forces that shape your company’s future. Whether you meet in a cozy conference room or log in from distant corners of the globe, these insights will help unlock each meeting’s true potential. Let’s embark on a journey to make every meeting truly matter.
Chapter 1: Unlocking the Hidden Costs of Wasted Time in Meetings that Drain Your Company’s Resources.
Meetings are often seen as necessary parts of any working day, yet few people truly recognize how much money and effort they swallow up when handled badly. Consider that every minute of employee time has a price tag attached to it. If multiple people sit in a room, silently counting the seconds as one person rambles or struggles to find the right agenda, the cost multiplies rapidly. Poorly managed meetings eat into the company’s earnings, leading to frustrated employees who feel their valuable time was stolen for no good reason. Each hour wasted is like dropping coins into a bottomless pit, slowly but surely draining resources. To understand this hidden expense, think of time as currency that could have been better invested in productive tasks, profitable decisions, or skill-building activities.
To illustrate the problem, imagine a gathering of ten employees whose combined hourly salaries easily reach hundreds, if not thousands, of dollars. When these ten individuals spend an aimless hour together accomplishing nothing meaningful, it’s like watching cash disappear into thin air. The problem isn’t that meetings exist; it’s that they’re often not planned, timed, or structured properly. Many organizations routinely fail to notice that their meeting culture directly influences their financial bottom line. This means the difference between a well-run, quick check-in that moves projects forward and a sloppy, directionless talk-fest that stalls progress isn’t just a matter of preference—it’s a matter of economics. By recognizing that inefficient meetings aren’t just inconveniences, but actual financial burdens, leaders can start to see why fine-tuning meeting practices pays off.
Addressing this issue begins with an honest evaluation of the current meeting approach. Do leaders impose too many gatherings that cover outdated topics? Are participants forced to sit through lengthy discussions they have no stake in? All these factors quietly chip away at the company’s resources. The cost of poorly run meetings doesn’t only show up as lost profits; it also affects overall productivity and team morale. When people know they’ll spend large chunks of their day listening passively without contributing, they become frustrated. Over time, this frustration can undermine trust in leadership and dampen enthusiasm for work. Transforming meetings from painful to purposeful, however, can halt this destructive pattern, providing a cleaner, clearer path toward productive collaboration and well-managed time investments.
A smart leader understands that the first step in cutting this hidden cost is to recognize that each meeting minute is precious. By seeing time as a valuable company asset, everyone becomes more mindful of how it’s used. Good practice means scheduling fewer but more targeted meetings, ensuring everyone knows what needs to be accomplished. It also means building a culture where leaders and attendees alike respect punctuality and preparation. In this environment, no one dares waste their colleagues’ hours with disorganized chatter. Instead, the focus shifts to deliberate discussions, quick decisions, and concrete next steps. Ultimately, accepting the true expense of wasted meeting time paves the way for designing sharper, more impactful sessions that respect both the company’s resources and employees’ valuable working hours.
Chapter 2: Discovering the Secret of Early Arrivals, Pre-Meeting Rituals, and Permission to Opt-Out.
One effective way to slash the costs associated with unproductive meetings is starting on time. If a meeting is scheduled for 9:00 AM, participants should ideally be seated, ready, and calm well before the clock strikes nine. Think of it like preparing for a big race: runners don’t jog onto the track at the starting gun. Instead, they warm up, get into position, and focus their minds so that when the race begins, everyone pushes forward at once. Meetings are similar. Arriving early allows attendees to settle in, review the agenda, and focus on the goals. This simple habit not only saves time but also shows respect for colleagues, signaling that everyone’s presence matters and no one’s precious minute will be wasted.
An early start doesn’t only help kick off discussions smoothly; it also sets a tone of professionalism. People who show up exactly at the start time are, in effect, late since they need a few minutes to orient themselves. Those few minutes might force everyone else to wait, stalling the meeting’s momentum. Over time, such delays accumulate and become accepted as the norm. Breaking this pattern means establishing clear rules: being on time means arriving at least five minutes early. Encourage attendees to see punctuality as a gesture of courtesy, a sign that they value others’ schedules and trust that everyone came prepared to engage. This shift helps your team build a rhythm where meetings can begin powerfully, confidently, and without unnecessary lag.
Another brilliant solution involves allowing employees the freedom to decide whether they truly need to attend. Too often, people get roped into meetings that have nothing to do with their core tasks. They sit there, silent, waiting for something relevant to appear, but it never does. By offering an agenda in advance and explaining the meeting’s purpose, you give potential participants a chance to review and judge if their presence is essential. If not, they can choose to stay out and use that time more productively. This permission to opt out reduces clutter in the room and ensures that only those with valuable input or a vested interest join in. It streamlines the conversation, making every voice heard and none forced.
Furthermore, consider flexible attendance schedules. Maybe someone only needs to hear about a particular topic that will be discussed halfway through the meeting. They might join at a set time, share their insights or absorb the necessary information, and then gracefully depart. This approach ensures that nobody wastes an entire hour waiting for their moment, and it encourages a more dynamic, respectful atmosphere. Whether it’s arriving early, stepping out after contributing, or opting out completely, these flexible meeting arrangements demonstrate that the company values every individual’s time. Over time, this creates a culture where people look forward to meetings, knowing they won’t be held hostage by irrelevant content. Instead, they’ll view them as streamlined platforms for achieving goals and driving progress.
Chapter 3: Transforming Monotonous Gatherings into High-Energy Team Huddles that Fuel Collective Spirit and Unity.
When most people think of meetings, they often picture bland conference rooms and sleepy faces. But imagine flipping that expectation upside down and turning meetings into short, uplifting huddles that leave everyone feeling more connected. Rather than saving all the updates for a single dreary session, consider holding quick daily gatherings designed to recharge the team’s energy. For instance, a lively gathering before midday can break the slow rhythm of the morning, while another brief session after lunch can counter the early afternoon slump. These bursts of interaction become bright spots in the day, helping team members shake off fatigue, refocus on their priorities, and remind themselves that they’re all in this together, working toward the same overarching goals.
All-staff meetings, even if they’re just a few minutes long, can have a transformative effect on workplace spirit. They give employees a place to feel seen and heard beyond their immediate tasks. By regularly acknowledging individual achievements and positive news, leaders demonstrate that every contributor’s role matters. This helps junior staff, who might rarely interact with top management, feel valued and appreciated. When everyone knows the company’s direction and what progress has been made, it creates a sense of shared purpose. It’s like a sports team huddling together before a big game—there’s excitement, encouragement, and a reminder that everyone’s efforts contribute to the final outcome. Such enthusiasm can dramatically improve the mood and motivation of the entire staff.
Consider ending these mini huddles with a team-wide cheer or a brief chant. While it may sound cheesy, don’t underestimate the power of communal enthusiasm. Athletes do it for a reason: it unites them, pumps them up, and sets their minds on the victory ahead. In an office setting, a simple, positive sign-off can create a similar effect. It tells people, We’re in this together and we’re moving forward. This may feel awkward at first, but over time, it creates a recognizable pattern and a shared tradition. People will begin to expect that uplifting close, leaving the meeting energized and ready to tackle the next challenge on their plate.
Even shorter and more focused than all-staff huddles are three-minute adrenaline meetings. These quick sessions are perfect for teams that just need a fast check-in. They focus on a specific task, progress point, or pressing issue. The brevity forces everyone to be concise, direct, and targeted in their communication. Such micro-meetings help break down bigger problems into manageable chunks and remind everyone that they’re not alone in facing them. The atmosphere can feel almost like a pit stop in a car race: a swift, efficient pause that lets everyone refuel, adjust strategies, and rejoin the action with renewed determination. Over time, transforming big boring meetings into invigorating team huddles and rapid-fire check-ins can reshape the company’s entire communication culture.
Chapter 4: Empowering Every Voice: Rotating Meeting Roles to Strengthen Individual Capabilities and Confidence.
One issue with repetitive and boring meetings is that only a few voices get heard, while others sit silently and disengaged. To combat this, try assigning distinct roles to different participants and rotate those roles regularly. Think of a meeting as a well-orchestrated performance. You have a moderator or chairperson who guides the rhythm, ensuring the conversation stays on track and free of irrelevant detours. Then there’s a timekeeper, who quietly alerts everyone when the clock is ticking down, preventing endless tangents and dawdling. You might have a closer, someone who carefully listens, takes notes on important agreements, and ends the meeting by summarizing key decisions and next steps. This spreads responsibility around, challenging everyone to step up and contribute.
By giving people the chance to try different roles, you’re not only improving the quality of the meeting but also helping your staff grow professionally. For example, a customer service representative could benefit greatly from serving as the closer. They’d learn to pay keen attention to details, distill complex conversations into core points, and communicate them clearly back to the group. Meanwhile, a shy newcomer might gain confidence by acting as the moderator, guiding discussions, and learning how to handle interruptions with grace. By switching roles often, no one gets locked into a single pattern. Instead, everyone gets a chance to practice skills like leadership, organization, active listening, and concise communication.
This rotational system also discourages the formation of rigid hierarchies. Rather than having the same department head always steering the ship, you might give junior team members or quiet employees the wheel for a while. This approach levels the playing field, granting everyone opportunities to shine in supportive environments. It can be eye-opening to see how naturally a person steps into a leadership role or how well they interpret data when placed in a position of responsibility. The surprise of discovering hidden talents not only boosts morale but also strengthens trust among team members, as everyone learns to appreciate each other’s abilities.
In the long run, this practice crafts a stronger, more adaptable workforce. Instead of having just one or two people trained in leading discussions or summarizing outcomes, you’ll have many employees who feel comfortable stepping into any role. This means that if someone’s absent, the team doesn’t fall apart or drift. Another person can easily fill their shoes. Rotating roles also encourages empathy—when you’ve been the timekeeper, you understand the importance of punctuality, and when you’ve been the closer, you realize how vital it is for others to communicate clearly. Ultimately, empowering every voice makes meetings more democratic, engaging, and fruitful. Everyone leaves these sessions feeling that their presence and participation truly mattered.
Chapter 5: Turning Traditional Hierarchies Upside Down to Encourage Mutual Respect and Growth Among All Participants.
In many companies, the pattern is that bosses lead every meeting and subordinates listen quietly. While this structure might seem natural, it can waste valuable human resources by not tapping into the insights of quieter employees or always relying on top earners to do routine tasks. Instead, consider flipping this logic on its head. There’s no rule that managers must always run the show. Sometimes, letting a lower-level employee moderate or even lead a meeting can foster a powerful sense of equality, trust, and mutual respect. When people see colleagues at all levels taking turns at leadership, they realize everyone’s input matters, regardless of job title. This approach also frees highly paid executives to invest their time where it truly counts, rather than on tasks that others can handle just as effectively.
Encouraging team players, rather than just order givers, is another key benefit of rethinking hierarchy. Some employees tend to dominate discussions, interrupt others, or always push their agenda forward. By assigning them roles like note-taker or fact-finder, you guide them to listen, observe, and support rather than control. This subtle shift forces them to pay attention and appreciate other viewpoints. Over time, these individuals may learn to adapt their behavior, becoming more balanced contributors who know when to speak up and when to encourage others. Such growth helps shape a healthier team dynamic, where nobody hogs the spotlight and everyone gets their turn to share valuable perspectives.
On the other hand, many teams have members who rarely speak up, even when they have brilliant ideas. They might be shy, cautious, or simply uncertain if their voice will matter. Meetings are the perfect time to draw these individuals out. Assigning them roles that require participation—like moderator or spokesperson for a particular project—gives them a gentle push to share what they know. Over time, as they gain confidence in these roles, they’ll feel more comfortable jumping into the conversation without needing a formal invitation. This helps create an atmosphere where everyone’s voice can be heard and respected, regardless of how outgoing they might naturally be.
In effect, turning traditional hierarchies upside down encourages a more diverse pool of talent to bloom. It’s not just about giving lower-level employees a chance to lead. It’s about ensuring all personality types—outspoken, reserved, analytical, creative—have a turn in the spotlight. Such balanced opportunities help the team discover hidden strengths and fresh approaches to old problems. Ultimately, this inclusive environment brings out the best in people, building a culture of mutual respect and steady improvement. As everyone grows more confident and engaged, they bring their most thoughtful, original ideas to the table, making the entire company stronger from the inside out.
Chapter 6: Monitoring Progress, Shaping Accountability, and Setting Clear Goals Through Regular Multi-Level Collaboration.
Meetings serve another crucial purpose beyond communication and morale boosts: they act as checkpoints to ensure everyone is on the right track. In a workplace without structured discussions, people might drift off course, misunderstanding priorities or working at odds with other departments. By scheduling regular meetings, leaders can quickly spot where plans are succeeding and where they’re stalling. This visibility ensures that if a project veers off target, the team notices and corrects it before minor issues turn into major failures. Meetings, in this sense, function like a compass, guiding everyone back toward shared objectives and preventing surprises that waste time and resources.
Multi-level collaboration is essential for meeting this goal. Involving both top executives and frontline staff allows decision-makers to understand what’s really happening on the ground. It breaks down communication silos, ensuring that leaders don’t make uninformed calls that ignore the day-to-day realities employees face. For instance, a monthly meeting where a department head shares progress metrics and a frontline worker shares firsthand challenges gives a fuller picture. Hearing from all levels helps confirm whether strategies are working smoothly or if adjustments are necessary. This balanced input creates a culture of accountability: everyone knows their performance will be visible, discussed, and improved upon.
Moreover, regular meetings provide an opportunity to align on quarterly or monthly goals. When everyone sees the targets ahead—be they sales numbers, design milestones, or production achievements—they understand the bigger picture. These gatherings can be used to break down large objectives into smaller, manageable steps. For instance, if the company wants to launch a new product in three months, a series of short weekly or bi-weekly meetings can track the prototype’s progress, address supply chain hiccups, and ensure marketing is preparing the right messages. By consistently revisiting the roadmap, the team stays confident and focused, reducing confusion and wasted effort.
In essence, these routine check-ins transform a rough journey into a well-marked path. Teams that embrace them discover that continuous adjustments, rather than huge, last-minute course corrections, save time and energy. Employees learn that their contribution is valued and that their challenges matter enough to be discussed openly. Leaders learn that accountability is a two-way street: just as they evaluate their staff’s output, staff members also gain a platform to express concerns about management decisions. Over time, this mutual transparency builds trust. With everyone working together to fine-tune processes and share honest feedback, goals become more achievable, and the entire organization grows more resilient and responsive to change.
Chapter 7: Harnessing the Power of Quarterly Reviews, Weekly Action Sessions, and One-on-One Check-Ins to Achieve Lasting Success.
Not all meetings are created equal, and different schedules serve different purposes. Quarterly finance meetings, for example, allow leadership teams to track progress against larger benchmarks. Before such meetings, teams prepare financial statements, gather key data, and identify trends. This preparation ensures that when the meeting starts, discussion is meaningful and solutions-oriented. Departments can highlight what’s working, reveal which goals remain elusive, and adjust strategies for the next quarter. By tackling these issues four times a year, the company keeps its financial health in check, spotting warning signs early and seizing growth opportunities before they slip away.
Weekly action review meetings, often called WAR meetings, bring goals into sharper focus on a more frequent basis. These sessions, lasting about an hour or so, help teams dissect current metrics and address obstacles that are blocking their path. They’re perfect for brainstorming quick fixes and ensuring that steady progress is maintained between those big quarterly check-ins. If something isn’t working, WAR meetings encourage immediate course corrections, preventing small issues from snowballing into crises. Over time, the team becomes more agile, learning to pivot swiftly and effectively in response to changing conditions or new market insights.
Add one-on-one check-ins to the mix, and you have a powerful system that supports both individual growth and overall company objectives. In these private sessions, a manager can connect with a team member on a more personal level. They discuss challenges, celebrate achievements, and plan for professional development. Far from being just another meeting, these brief encounters allow managers to understand each employee’s unique circumstances and motivations. The employee, in turn, feels valued and cared for. This nurtures a sense of belonging, encourages honest feedback, and fosters loyalty and trust.
When these three formats—quarterly reviews, weekly action meetings, and one-on-one check-ins—work together, they form a comprehensive support structure. The company gains long-term strategic clarity from quarterly updates, day-to-day responsiveness from weekly sessions, and a warm, human touch from individual talks. It’s like building a stable house: quarterly meetings form the solid foundation, weekly meetings serve as pillars holding everything steady, and one-on-ones add the finishing touches that make the place feel like home. As a result, everyone stays informed, engaged, and accountable, increasing the likelihood of achieving lasting success and sustainable growth.
Chapter 8: Escaping the Office Walls: Strategic Off-Site Retreats to Dream, Plan, and Align a Company’s Vision.
Sometimes, to chart a bold future for your company, you need to step away from your usual environment. Off-site retreats let leadership teams escape daily distractions, leaving behind the buzz of ringing phones and the cluttered atmosphere of crowded offices. In these new surroundings—perhaps a serene countryside inn or a quiet seaside lodge—leaders can breathe easier, think bigger, and imagine a brighter future. The relaxed environment encourages creativity, collaboration, and candid conversation. Instead of wrestling with urgent tasks, attendees can focus on the company’s long-term direction, crystalizing a vision that will guide every strategic decision in the coming months and years.
One powerful exercise at such retreats is creating a vivid three-year vision. Leaders picture what the company should look like down to the smallest details: what are customers saying about their products, what does the brand image feel like, how do employees interact with each other, and what revenue streams are fueling growth? Once this future is clearly imagined, it becomes easier to plot backward, identifying where the company needs to be in two years, one year, and even six months from now. This layered approach clarifies the roadmap to success, revealing which steps must be taken first and which can wait until later.
A retreat isn’t just about dreaming. It’s also about realigning values and ensuring everyone agrees on the journey ahead. If leaders return from the off-site with conflicting visions, confusion will trickle down to every department. But if everyone commits to the same blueprint, the whole organization can move forward in harmony. Retreats also offer opportunities to share best practices learned from books, seminars, or industry experts. Leaders can introduce fresh strategies, debate their merits in a relaxed setting, and decide how to implement them company-wide. This openness to learning and innovation helps the team stay sharp, adaptable, and ahead of the competition.
While it might sound like a fancy vacation, a well-run retreat is anything but idle. It’s a high-impact meeting that shapes a company’s identity and long-term objectives. By stepping outside the office, participants break old habits and discover new perspectives. The peaceful environment fosters trust, deeper connections, and honest exchanges. Instead of whiteboard brainstorming in a stuffy room, leaders might take a walk by a lake or sit under a tree to spark fresh ideas. The result is a strategic plan everyone believes in, nurtured by meaningful dialogue and creative thinking. Returning to the office afterward, they carry this renewed energy and clarity with them, fueling the company’s journey toward a more prosperous and purposeful future.
Chapter 9: Adapting to the Digital Age: Virtual Meetings, Tech Tools, and the Art of Remote Engagement.
The modern world is changing fast, and so are meetings. Virtual gatherings, enabled by audio or video conferencing software, allow teams to connect from anywhere on the planet. Remote working arrangements mean your best designer might live overseas or your marketing genius works better from home. With the right technology, physical distance is no barrier to productive conversation. Yet, online meetings require a slightly different approach. Without face-to-face cues, participants must communicate more clearly and consciously, pausing to invite feedback and offering small verbal signals (mm-hmm, I see) to show they’re engaged and listening carefully.
When done well, virtual meetings can be even more flexible and efficient than their in-person counterparts. Document-sharing tools let multiple people edit the same spreadsheet simultaneously, leaving sticky notes or comments for colleagues to see. Presentations can be accessed by everyone at once, and important files can be organized into shared drives that remain available long after the meeting ends. This level of convenience wasn’t always possible, and it helps teams stay aligned, even if they’ve never met in person. Daily virtual huddles can keep people energized, ensuring no one feels isolated simply because they’re not in the same building.
Of course, hosting virtual meetings comes with its own challenges. Technical glitches, low-quality audio, or spotty internet connections can slow things down. To counter this, teams should agree on backup plans, like switching platforms or using group chat if video fails. It’s also essential to set ground rules: people should mute their microphones when not speaking, raise their hand (virtually) before talking, and avoid multitasking. Encouraging everyone to turn on their cameras, when possible, can recreate the warm sense of presence that in-person meetings naturally provide. Small adjustments like these help ensure that the conversation flows smoothly, making online sessions just as effective as gathering around a table.
Ultimately, the digital age gives companies new freedom to run dynamic, inclusive meetings. With the right balance of technology, etiquette, and patience, remote teams can share their perspectives, solve problems, and celebrate achievements across time zones. Virtual gatherings make it possible for leaders to check in daily, even if they’re traveling. They can foster real connections, keep everyone accountable, and move projects forward without missing a beat. Rather than fearing the virtual setting, forward-thinking companies embrace it, viewing online meetings as another powerful tool in their communication toolbox. With adaptability and a thoughtful approach, these tech-enabled discussions can become a cornerstone of a cohesive, connected, and globally minded team.
All about the Book
Transform your meetings from frustrating to productive with Cameron Herold’s insightful guide. Discover strategies to streamline communication, enhance collaboration, and reclaim precious time for your team, revolutionizing your organizational culture.
Cameron Herold is a renowned business coach and bestselling author, celebrated for his expertise in entrepreneurship and organizational development, helping leaders optimize team performance and achieve remarkable growth.
Business Executives, Project Managers, Team Leaders, HR Professionals, Entrepreneurs
Leadership Development, Business Strategy, Team Building Activities, Time Management, Productivity Improvement
Inefficient Meeting Practices, Poor Communication in Teams, Low Employee Engagement, Time-Wasting Corporate Culture
Meetings should be a platform for collaboration, not a burden on our time.
Richard Branson, Tony Robbins, Gary Vaynerchuk
Best Business Book of the Year, Top 10 Leadership Books, Reader’s Choice Award
1. How can I make meetings more productive today? #2. What strategies reduce time wasted in meetings? #3. How do I prioritize agenda items effectively? #4. Can I encourage honest feedback during discussions? #5. How do I ensure every voice is heard? #6. What are the signs of an unproductive meeting? #7. How can I replace meetings with better alternatives? #8. What techniques enhance team collaboration remotely? #9. How should I structure a meeting for success? #10. How can I engage participants throughout the meeting? #11. What tools simplify scheduling and organizing meetings? #12. How can I reduce interruptions during conversations? #13. What role does a clear purpose play in meetings? #14. How can I follow up effectively after meetings? #15. What are common pitfalls to avoid in meetings? #16. How do I maintain focus in lengthy discussions? #17. What is the value of setting meeting ground rules? #18. How can I inspire creativity during brainstorming sessions? #19. What are effective ways to handle difficult participants? #20. How do I measure the success of a meeting?
meetings management, effective meetings, productivity, business leadership, Cameron Herold, meeting efficiency, workplace culture, team collaboration, communication skills, meeting strategies, organizational development, business optimization
https://www.amazon.com/Meetings-Suck-Meeting-Management-Productivity/dp/1941983634
https://audiofire.in/wp-content/uploads/covers/2380.png
https://www.youtube.com/@audiobooksfire
audiofireapplink