Allowing time for pre-meeting social interaction yields measurable dividends, particularly in digital environments. Lehmann-Willenbrock’s empirical studies demonstrate that pre-meeting small talk significantly predicts overall meeting effectiveness, functioning as a vital warmup phase for introverted or more reserved participants. By breaking the ice informally, introverted employees feel far more comfortable making substantive contributions once formal discussions begin. However, because spontaneous pre-meeting chatter is rare in virtual spaces, researchers advise leaders to establish explicit norms, such as opening virtual rooms early or designating the first few minutes of a session for informal personal check-ins.
Engaging Attendees
To maximize participation and ensure all perspectives are heard, meeting facilitators can employ structured collaboration methodologies. Kreamer strongly advocates for a strategy known as "silent brainstorming" or "brainwriting."
Instead of opening the floor to a traditional, verbal free-for-all—which often favors dominant personalities—silent brainstorming utilizes a shared virtual document or chat room where all attendees simultaneously type out their ideas in silence. Kreamer points to research demonstrating that silent brainwriting consistently yields higher quality and a greater quantity of ideas than open verbal brainstorming.
In academic and practical settings, Kreamer utilizes this method with her own students to brainstorm research projects. By observing each other working quietly in a shared digital document for ten minutes before opening the room to collective discussion, shy participants can contribute freely without fear of being interrupted or struggling to articulate complex thoughts on the spot.
Recent scientific inquiry has also begun examining how meeting structure impacts neurodiverse employees. Zofia Walters, a doctoral student in industrial organizational psychology working alongside Kreamer, has conducted research examining the specific needs of workers with Attention-Deficit/Hyperactivity Disorder (ADHD).
Walters surveyed 147 corporate employees across various industries regarding their recent virtual meeting experiences. Participants provided detailed feedback concerning perceived meeting effectiveness, post-meeting fatigue, emotional state, camera usage, and the amount of time they spent multitasking, such as responding to emails. Respondents also noted whether they had a formal or informal diagnosis of ADHD.
In findings slated for publication, Walters discovered that individuals with ADHD reported significantly higher levels of meeting fatigue and poorer emotional states compared to their neurotypical peers, particularly when required to keep their cameras turned on for extended durations. Interestingly, the data also suggested that multitasking during long meetings may function as a necessary self-regulation mechanism for individuals with ADHD, helping them manage underlying feelings of boredom or hyperactivity.
The responsibilities of leadership do not terminate when a meeting adjourns. To guarantee that spent time translates into organizational value, leaders must systematically follow up. In a paper published in Organizational Dynamics, Lehmann-Willenbrock and her coauthors concluded that post-meeting success requires clearly communicating assigned action items, taking verifiable steps to execute decisions made during the session, and routinely evaluating employee satisfaction and engagement.
The Downsides—and Upsides
The structural fatigue caused by excessive meetings is well-documented in psychological literature. Studies consistently reveal that employees anticipate feeling less productive and emotionally drained when their workdays are heavily congested with back-to-back meetings, particularly when their core jobs require deep, complex cognitive focus.
Cognitive scientist Ava Scott of the University of Copenhagen notes that organizations frequently resort to calling meetings as a default reflex without explicitly clarifying the desired outcomes. This lack of intention leaves participants feeling that the gatherings are largely purposeless.
Scott’s research examining corporate employees at Microsoft revealed that recurring meetings are the primary source of aimlessness. Study participants described successive recurring meetings as virtually indistinguishable from one another, taking on a repetitive, dreamlike quality. Scott argues that when a recurring meeting lacks a distinct objective, it serves as a clear signal that taking up valuable employee time is unjustified. Recognizing this drain on organizational energy, major companies like Shopify have taken the radical step of systematically purging all recurring meetings from company calendars.
Yet, despite their widespread unpopularity, empirical data suggests meetings may offer profound long-term career benefits. A study led by Harvard University economist David Deming analyzed survey data collected by Norstat from more than 9,000 workers in Norway. Published by the National Bureau of Economic Research (NBER), the study examined the relationship between meeting frequency and long-term career trajectories.
