Consider these unorthodox tips for better meetings

Erikjan Lantink
3 min readJun 13

It’s been a few weeks since I read “More Time to Think.”

More Time to Think is the sequel to Time to Think. The first book addresses the theory behind creating a thinking environment culture. The second book is more of a practical how-to guide.

Both books are created on a scientifically justified premise that when companies can create a culture where each individual feels safe and encouraged to access, use and share their thinking, all performance indicators point in the right direction.

When leaders are not connected to the thoughts of their people, they won’t get the best possible results.

It’s amazing how many ideas and solutions people inside companies carry around without being asked or feeling compelled to share.

The solution to any problem is often already present.

If we would only ask. If we would only show interest. If we would only understand how important it is. For everyone.

But often, we, leaders, don’t ask.

No time. Ego. Hierarchy. Know it all. Incompetence.

Stuff like that.

This also applies to the meetings we lead. Most people think they have too many meetings. Most people believe these meetings could be significantly more effective and efficient. Most people will tell you it’s hard to get work done during regular office hours because of the number of meetings.

Most people do their thinking work away from the office, in the evening or during the weekend.


Why are meetings not productive?

Not well prepared. Unclear outcomes. Badly managed. No time to think. No possibility of sharing. Lots of tangents. Interruptions. Always the same people who speak. People that don’t need to be there. Rushed. Overloaded agendas.

You name it.

I won’t bother you here with lame meeting advice you can find anywhere else.

The essence of a good meeting is (1) being crystal clear about the outcomes you seek, (2) the

Erikjan Lantink

Business & Leadership coach. Interim Leader. Writer. Speaker. Former Retail Executive (general management; operations; HR)