Solve Your Team's Meeting Overload Problem
Sarah Auer, MPH, CHES® (she/her/hers)
Program Analyst II
[signature_931968460]<http://www.cste.org/>
Council of State and Territorial Epidemiologists
“Using the power of epidemiology to improve the public’s health”
Become a Member<https://www.cste.org/general/custom.asp?page=WhyJoin> • Facebook<https://www.facebook.com/CSTE.org> • Twitter<https://twitter.com/CSTEnews> • Instagram<https://www.instagram.com/cstenews/>
2635 Century Parkway NE, Suite 700, Atlanta, GA 30345
Tel: 770.458.3811 | Fax: 770.458.8516 | www.cste.org<http://www.cste.org/>
We are hiring! Please visit our Career Center<https://workforcenow.adp.com/mascsr/default/mdf/recruitment/recruitment.html?cid=e81ae9c7-e644-4610-b6d3-397907be3551&ccId=19000101_000001&lang=en_US> to apply.
From: Jessica Arrazola <jarrazola@cste.org>
Sent: Wednesday, November 9, 2022 4:41 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Wednesday, November 9, 2022 4:40:22 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
Solve Your Team’s Meeting Overload Problem. Is your team’s meeting culture broken? If you sense that meetings have started to create unnecessary friction, it’s probably time to intervene. Start by encouraging your team to adopt a “subtraction” mindset—that is, solving problems by doing less, not more. Ask your employees to actively consider which meetings could be shortened and which could be cut altogether. You might even go so far as starting from a clean slate, purging your team’s calendars for 48 hours to assess which meetings are truly necessary. Once your team has trimmed down its meetings, redesign what’s left to make the best use of that time. Which meetings can be restructured so that fewer people attend? Which can be shortened by moving work to asynchronous communication? Once your team has gone through these steps, the collective calendar will feel a whole lot lighter. Meetings are easier to fix when people do it together—when it feels like a movement, be it in your team, department, or entire organization.
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,1719781d&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=Ph-CoT3U_RiisvMtI5DmgNNU9NJ2IBy7LyvwdYjwaMA>
Today’s Tip
Solve Your Team’s Meeting Overload Problem
Is your team’s meeting culture broken? If you sense that meetings have started to create unnecessary friction, it’s probably time to intervene. Start by encouraging your team to adopt a “subtraction” mindset—that is, solving problems by doing less, not more. Ask your employees to actively consider which meetings could be shortened and which could be cut altogether. You might even go so far as starting from a clean slate, purging your team’s calendars for 48 hours to assess which meetings are truly necessary. Once your team has trimmed down its meetings, redesign what’s left to make the best use of that time. Which meetings can be restructured so that fewer people attend? Which can be shortened by moving work to asynchronous communication? Once your team has gone through these steps, the collective calendar will feel a whole lot lighter. Meetings are easier to fix when people do it together—when it feels like a movement, be it in your team, department, or entire organization.
This tip is adapted from “Meeting Overload Is a Fixable Problem<https://hbr.org/2022/10/meeting-overload-is-a-fixable-problem?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Rebecca Hinds and Robert I. Sutton
ADVERTISEMENT
[https://sli.hbr.org/imp?s=720421&li=%7bLIST_ID%7d&e=jarrazola@cste.org&p=DM227423]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,1719781e&e=cDE9amFycmF6b2xhQGNzdGUub3JnJnAyPURNMjI3NDIz&s=h_jJsqOK1-pXK7OgMJDu0F4BXLdLmP3TJJXniyKn8h4>
[https://sli.hbr.org/imp?s=720422&li=%7bLIST_ID%7d&e=jarrazola@cste.org&p=DM227423]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,1719781f&e=cDE9amFycmF6b2xhQGNzdGUub3JnJnAyPURNMjI3NDIz&s=ABLM4OQp5jAueyC2cxqMc3mEgc-QsWA6tM-p3TwdR08>
[https://sli.hbr.org/imp?s=720424&li=%7bLIST_ID%7d&e=jarrazola@cste.org&p=DM227423]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197820&e=cDE9amFycmF6b2xhQGNzdGUub3JnJnAyPURNMjI3NDIz&s=bK9tkfaPd-5EwfAXe3pMF5HTs03M8s3zJ8E_-fGPIaE>
[https://hbr.org/resources/images/marketing/email/NewsletterPromo_Podcasts_Feb2021.png]<https://hbr.org/podcasts?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&&term=Assessment&utm_content=signinnudge>
Listen up—with HBR’s podcast network. <https://hbr.org/podcasts?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&&term=Assessment&utm_content=signinnudge>
HBR is serving up business advice in audio format.
Listen to HBR Podcasts <https://hbr.org/podcasts?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&&term=Assessment&utm_content=signinnudge>
[https://hbr.org/resources/images/article_assets/2022/11/Jan22_02_1182489805.jpg]<https://hbr.org/2022/11/the-emotional-labor-of-being-a-leader?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
Article
The Emotional Labor of Being a Leader <https://hbr.org/2022/11/the-emotional-labor-of-being-a-leader?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
by Dina Denham Smith and Alicia A. Grandey
Many organizations fail to adequately prepare leaders for—or support them in—this critical part of the job.
Read now <https://hbr.org/2022/11/the-emotional-labor-of-being-a-leader?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
[https://hbr.org/resources/images/marketing/email/10946E/10946E_500.png]<https://store.hbr.org/product/hbr-guide-to-better-business-writing/10946?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&sku=10946E-KND-ENG>
Ebook or paperback
HBR Guide to Better Business Writing <https://store.hbr.org/product/hbr-guide-to-better-business-writing/10946?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&sku=10946E-KND-ENG>
by Bryan A. Garner
$19.95
Learn more <https://store.hbr.org/product/hbr-guide-to-better-business-writing/10946?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&sku=10946E-KND-ENG>
[triangle icon]<https://store.hbr.org/product/hbr-guide-to-better-business-writing/10946?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle>
Don’t forget you’re entitled to 20% off your first purchase*
*Use promo code HBRORGREG4.
View details here.<https://hbr.org/registration-details>
[twitter]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197821>
[facebook]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197822>
[instagram]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197823>
View in browser <https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197824&e=cDE9QFFQZkpid3pyR3oxZ09Qemotc1FhTlJLYnE5bzM3S1ZLQzJsdGJvdkpTbzItalJZMGVQZ05nV0xIeGxNS1hVX3htTkdGVGNtaGp0RUxBbFpCdlg3bHdZRlRMMmpRYlU3MlU1OGhGNnFGLU1WVHBGcWg&s=lBXDgYF1HT0cQzRZWpenXe9U-q048x-fx4Mwyje69rg>
Contact us<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197825&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=deQFQ74a_5TPHxTcdWKiwWa4Z0NpG231rweGWJyEadI>
Privacy policy<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197826&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=FyqftVIqoOnJ4RS9Co9OdOn41T9NHnQw5nKcMGtZDvk>
Manage newsletter preferences<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197827&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=ENs7lImcthCVr5tGkpsoD62hKhxnMEJ6TmS75dLolgA>
Unsubscribe<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197828&e=cDE9JTQwdDZwN0w0VnlUT0dUQ2RxWmRCQ2ZHcHZPc2pEUGt1OXowNnhfeEFxa1hvVVR5UWxCQUkxUkNQWEZVSElsUnYtNGJkNklVWDVWdlNrQWxEc0NjcmtjS0pFaHhWcw&s=_ggFIoWIDmIwjAYV6keMau-72NJMd2GeDHb6d1Jbc4c>
To ensure email delivery, add noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org> to your address book, contacts, or safe sender list.
Copyright © 2022 Harvard Business School Publishing,
an affiliate of Harvard Business School. All rights reserved.
Harvard Business Publishing
20 Guest St, Suite 700
Brighton, MA 02135
Program Analyst II
[signature_931968460]<http://www.cste.org/>
Council of State and Territorial Epidemiologists
“Using the power of epidemiology to improve the public’s health”
Become a Member<https://www.cste.org/general/custom.asp?page=WhyJoin> • Facebook<https://www.facebook.com/CSTE.org> • Twitter<https://twitter.com/CSTEnews> • Instagram<https://www.instagram.com/cstenews/>
2635 Century Parkway NE, Suite 700, Atlanta, GA 30345
Tel: 770.458.3811 | Fax: 770.458.8516 | www.cste.org<http://www.cste.org/>
We are hiring! Please visit our Career Center<https://workforcenow.adp.com/mascsr/default/mdf/recruitment/recruitment.html?cid=e81ae9c7-e644-4610-b6d3-397907be3551&ccId=19000101_000001&lang=en_US> to apply.
From: Jessica Arrazola <jarrazola@cste.org>
Sent: Wednesday, November 9, 2022 4:41 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Wednesday, November 9, 2022 4:40:22 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
Solve Your Team’s Meeting Overload Problem. Is your team’s meeting culture broken? If you sense that meetings have started to create unnecessary friction, it’s probably time to intervene. Start by encouraging your team to adopt a “subtraction” mindset—that is, solving problems by doing less, not more. Ask your employees to actively consider which meetings could be shortened and which could be cut altogether. You might even go so far as starting from a clean slate, purging your team’s calendars for 48 hours to assess which meetings are truly necessary. Once your team has trimmed down its meetings, redesign what’s left to make the best use of that time. Which meetings can be restructured so that fewer people attend? Which can be shortened by moving work to asynchronous communication? Once your team has gone through these steps, the collective calendar will feel a whole lot lighter. Meetings are easier to fix when people do it together—when it feels like a movement, be it in your team, department, or entire organization.
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,1719781d&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=Ph-CoT3U_RiisvMtI5DmgNNU9NJ2IBy7LyvwdYjwaMA>
Today’s Tip
Solve Your Team’s Meeting Overload Problem
Is your team’s meeting culture broken? If you sense that meetings have started to create unnecessary friction, it’s probably time to intervene. Start by encouraging your team to adopt a “subtraction” mindset—that is, solving problems by doing less, not more. Ask your employees to actively consider which meetings could be shortened and which could be cut altogether. You might even go so far as starting from a clean slate, purging your team’s calendars for 48 hours to assess which meetings are truly necessary. Once your team has trimmed down its meetings, redesign what’s left to make the best use of that time. Which meetings can be restructured so that fewer people attend? Which can be shortened by moving work to asynchronous communication? Once your team has gone through these steps, the collective calendar will feel a whole lot lighter. Meetings are easier to fix when people do it together—when it feels like a movement, be it in your team, department, or entire organization.
This tip is adapted from “Meeting Overload Is a Fixable Problem<https://hbr.org/2022/10/meeting-overload-is-a-fixable-problem?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Rebecca Hinds and Robert I. Sutton
ADVERTISEMENT
[https://sli.hbr.org/imp?s=720421&li=%7bLIST_ID%7d&e=jarrazola@cste.org&p=DM227423]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,1719781e&e=cDE9amFycmF6b2xhQGNzdGUub3JnJnAyPURNMjI3NDIz&s=h_jJsqOK1-pXK7OgMJDu0F4BXLdLmP3TJJXniyKn8h4>
[https://sli.hbr.org/imp?s=720422&li=%7bLIST_ID%7d&e=jarrazola@cste.org&p=DM227423]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,1719781f&e=cDE9amFycmF6b2xhQGNzdGUub3JnJnAyPURNMjI3NDIz&s=ABLM4OQp5jAueyC2cxqMc3mEgc-QsWA6tM-p3TwdR08>
[https://sli.hbr.org/imp?s=720424&li=%7bLIST_ID%7d&e=jarrazola@cste.org&p=DM227423]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197820&e=cDE9amFycmF6b2xhQGNzdGUub3JnJnAyPURNMjI3NDIz&s=bK9tkfaPd-5EwfAXe3pMF5HTs03M8s3zJ8E_-fGPIaE>
[https://hbr.org/resources/images/marketing/email/NewsletterPromo_Podcasts_Feb2021.png]<https://hbr.org/podcasts?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&&term=Assessment&utm_content=signinnudge>
Listen up—with HBR’s podcast network. <https://hbr.org/podcasts?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&&term=Assessment&utm_content=signinnudge>
HBR is serving up business advice in audio format.
Listen to HBR Podcasts <https://hbr.org/podcasts?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&&term=Assessment&utm_content=signinnudge>
[https://hbr.org/resources/images/article_assets/2022/11/Jan22_02_1182489805.jpg]<https://hbr.org/2022/11/the-emotional-labor-of-being-a-leader?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
Article
The Emotional Labor of Being a Leader <https://hbr.org/2022/11/the-emotional-labor-of-being-a-leader?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
by Dina Denham Smith and Alicia A. Grandey
Many organizations fail to adequately prepare leaders for—or support them in—this critical part of the job.
Read now <https://hbr.org/2022/11/the-emotional-labor-of-being-a-leader?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
[https://hbr.org/resources/images/marketing/email/10946E/10946E_500.png]<https://store.hbr.org/product/hbr-guide-to-better-business-writing/10946?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&sku=10946E-KND-ENG>
Ebook or paperback
HBR Guide to Better Business Writing <https://store.hbr.org/product/hbr-guide-to-better-business-writing/10946?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&sku=10946E-KND-ENG>
by Bryan A. Garner
$19.95
Learn more <https://store.hbr.org/product/hbr-guide-to-better-business-writing/10946?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&sku=10946E-KND-ENG>
[triangle icon]<https://store.hbr.org/product/hbr-guide-to-better-business-writing/10946?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle>
Don’t forget you’re entitled to 20% off your first purchase*
*Use promo code HBRORGREG4.
View details here.<https://hbr.org/registration-details>
[twitter]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197821>
[facebook]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197822>
[instagram]<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197823>
View in browser <https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197824&e=cDE9QFFQZkpid3pyR3oxZ09Qemotc1FhTlJLYnE5bzM3S1ZLQzJsdGJvdkpTbzItalJZMGVQZ05nV0xIeGxNS1hVX3htTkdGVGNtaGp0RUxBbFpCdlg3bHdZRlRMMmpRYlU3MlU1OGhGNnFGLU1WVHBGcWg&s=lBXDgYF1HT0cQzRZWpenXe9U-q048x-fx4Mwyje69rg>
Contact us<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197825&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=deQFQ74a_5TPHxTcdWKiwWa4Z0NpG231rweGWJyEadI>
Privacy policy<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197826&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=FyqftVIqoOnJ4RS9Co9OdOn41T9NHnQw5nKcMGtZDvk>
Manage newsletter preferences<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197827&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=ENs7lImcthCVr5tGkpsoD62hKhxnMEJ6TmS75dLolgA>
Unsubscribe<https://t.a.email.hbr.org/r/?id=hba5ffa35,1719781b,17197828&e=cDE9JTQwdDZwN0w0VnlUT0dUQ2RxWmRCQ2ZHcHZPc2pEUGt1OXowNnhfeEFxa1hvVVR5UWxCQUkxUkNQWEZVSElsUnYtNGJkNklVWDVWdlNrQWxEc0NjcmtjS0pFaHhWcw&s=_ggFIoWIDmIwjAYV6keMau-72NJMd2GeDHb6d1Jbc4c>
To ensure email delivery, add noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org> to your address book, contacts, or safe sender list.
Copyright © 2022 Harvard Business School Publishing,
an affiliate of Harvard Business School. All rights reserved.
Harvard Business Publishing
20 Guest St, Suite 700
Brighton, MA 02135