"الأشخاص الأقل إنتاجية هم عادةً الذين يؤيدون عقد الاجتماعات بشدة."

Ever been stuck in a meeting that could've easily been an email? You're not alone. The core idea here is that the folks who spend the most time pushing for meetings often aren't the ones getting the real work done. They're more about talking than doing.

Think about it. This idea’s been floating around office spaces for a long time. It probably stems from the frustration employees feel when their time is wasted. Picture the classic office scenario: the middle manager who thrives on the endless cycle of meetings, planning sessions, debriefs, and follow-ups. It’s almost like they’re using meetings as a way to appear busy, without actually moving the needle on anything substantial. It's not a new phenomenon.

Let's dig into a real-life example. Imagine Sarah, a marketing manager at a mid-sized company. Sarah loves her meetings. She schedules them daily, sometimes twice a day, to "touch base" and "align on strategy." But here's the kicker—her team spends so much time in these meetings that they barely have any left to execute the actual marketing plans. Deadlines start slipping. The quality of work dips. Meanwhile, Sarah feels productive because she's always in a meeting, discussing work, rather than doing it. It's a classic case of mistaking activity for productivity.

So, what do we do with this nugget of wisdom? First off, recognize the real value of your time. Meetings should have a clear purpose, a set agenda, and a definite end time. If they don't, question their necessity. You could even suggest alternative ways to communicate—like quick stand-up meetings, a detailed email, or even a shared document where team members can add their input asynchronously. This way, you’re not bogged down by endless discussions and can focus on getting things done.

Now, let’s paint a picture. Imagine you're working at a tech startup. The pace is fast, and every minute counts. You've got a big product launch coming up, and your calendar is packed with back-to-back meetings. One day, your colleague, Mike, decides enough is enough. He proposes a new system—meetings can’t exceed 15 minutes unless absolutely necessary. He sets up a shared document where everyone can jot down updates. Suddenly, you find you’ve got more time to code, test, and refine the product. The launch is a success, and everyone’s happier and less stressed. Mike’s move to cut down on meetings and focus on actual work made all the difference.

Here’s some straightforward advice: be ruthless with your calendar. If you’re calling a meeting, ask yourself—is this the best use of everyone’s time? Can it be handled another way? And if you’re stuck in a meeting-heavy culture, gently suggest alternatives. You might be surprised how many people feel the same way.

So next time you’re about to schedule a meeting, think twice. Remember Sarah and her endless cycles. Channel a bit of Mike’s no-nonsense approach. Your productivity—and your team’s—will thank you.