I find most meetings are a waste of time, because they are so ill-prepared and there's little opportunity for true synergy in producing better solutions than what anyone originally thought of. So I work hard to only attend those meetings that have strategic importance and miss all kinds of other seemingly urgent meetings.
Most meetings are too long, too dull, too unproductive - and too much a part of corporate life to be abandoned.
Meetings don't have to be endless to be eternal.
I do have a rule that very few meetings are worth more than ten minutes.
Whoever invented the meeting must have had Hollywood in mind. I think they should consider giving Oscars for meetings: Best Meeting of the Year, Best Supporting Meeting, Best Meeting Based on Material from Another Meeting.
Most people simply don't view going to meetings as doing work.
Nothing makes everyone feel more like the meeting was worth it, than ending by saying it would be good to follow up when everyone's in the same place.
The least productive people are usually the ones who are most in favor of holding meetings.
The magic to a great meeting is all of the work that's done beforehand.
We are visual creatures. When you doodle an image that captures the essence of an idea, you not only remember it, but you also help other people understand and act on it - which is generally the point of meetings in the first place.
Meetings are an addictive, highly self-indulgent activity that corporations and other large organizations habitually engage in only because they cannot actually masturbate.
The usefulness of a meeting is in inverse proportion to the attendance.
Meetings should be great - they're opportunities for a group of people sitting together around a table to directly communicate. That should be a good thing. And it is, but only if treated as a rare delicacy.
I never accepted the premise that meetings themselves were bad.
The usefulness of a meeting rises with the square of the number of people present.
Our meetings are held to discuss many problems which would never arise if we held fewer meetings.
The success of a meeting often depends on having the right documents - proofs, artwork, schedules, research charts, etc. - present at the start of the meeting. All too often we arrive like plumbers, leaving our tools behind.
