Any meeting with eight people sitting around at a conference table, nothing is getting done in that meeting. You are literally just dying one hour at a time.

Generally, people who think one-on-one meetings are a bad idea have been victims of poorly designed ones. The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting. This is the free-form meeting for all the pressing issues, brilliant ideas, and chronic frustrations that do not fit neatly into status reports, email, and other less personal and intimate mechanisms

This is where the magic happens. It’s time to tackle your Issues List. Great meetings are created by solving problems. You should have 60 minutes for solving issues. This part should always take up most of your meeting.

The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting.

The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting. This is the free-form meeting for all the pressing issues, brilliant ideas, and chronic frustrations that do not fit neatly into status reports, email, and other less personal and intimate mechanisms. If you are an employee, how do you get feedback from your manager on an exciting but only 20 percent formed idea that you’re not sure is relevant, without sounding like a fool? How do you point out that a colleague you do not know how to work with is blocking your progress without throwing her under the bus? How do you get help when you love your job but your personal life is melting down? Through a status report? On email? Yammer? Asana? Really? For these and other important areas of discussions, one-on-ones can be essential. If you like structured agendas, then the employee should set the agenda. A good practice is to have the employee send you the agenda in advance. This will give her a chance to cancel the meeting if nothing is pressing. It also makes clear that it is her meeting and will take as much or as little time as she needs. During the meeting, since it’s the employee’s meeting, the manager should do 10 percent of the talking and 90 percent of the listening. Note that this is the opposite of most one-on-ones.

Taking someone’s time should be a pain in the ass. Taking many people’s time should be so cumbersome that most people won’t even bother to try it unless it’s REALLY IMPORTANT! Meetings should be a last resort, especially big ones.

It is only half an hour’–’It is only an afternoon’–’It is only an evening,’ people say to me over and over again; but they don’t know that it is impossible to command one’s self sometimes to any stipulated and set disposal of five minutes–or that the mere consciousness of an engagement will sometime worry a whole day… Who ever is devoted to an art must be content to deliver himself wholly up to it, and to find his recompense in it. I am grieved if you suspect me of not wanting to see you, but I can’t help it; I must go in my way whether or no.

An excess of meetings indicates that jobs have not been defined clearly, have not been structured big enough, have not been made truly responsible. Also the need for meetings indicates that the decisions and relations analyses either have not been made at all or have not been applied. The rule should be to minimize the need for people to get together to accomplish anything.

Meetings are an addictive, highly self-indulgent activity that corporations and other large organizations habitually engage in only because they cannot actually masturbate.

I am sick of meetings; cannot the man turn his head without he have a meeting?

Meetings are by definition a concession to deficient organization For one either meets or one works. One cannot do both at the same time.

For every minute spent in organizing, an hour is earned.

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.

The oft-repeated quip, “I’m sorry to write you a long letter, as I did not have time to write a short one,” could be applied to meetings: “I’m sorry to imprison you in this long meeting, as I did not have time to prepare a short one.