Addressing ‘Meeting Hangovers’ to Boost Workplace Productivity
A phenomenon known as “meeting hangovers” has gained attention in recent research, highlighting their potential to hinder productivity not just during meetings but long after they conclude. A comprehensive survey conducted by the University of North Carolina Charlotte, alongside partner institutions, discovered that over 90% of employees have experienced these detrimental effects, with more than half indicating that such negative experiences directly impact their overall workflow.
What Are Meeting Hangovers?
Steven Rogelberg, a professor at UNC Charlotte and the author of The Surprising Science of Meetings, describes a meeting hangover as lingering frustration from a poorly conducted meeting that affects an employee’s performance. “When we have a bad meeting, we just don’t leave it at the door. It sticks with us,” Rogelberg stated. The adverse feelings often persist, leading employees to ruminate on these experiences and engage in “co-rumination”—sharing their frustrations with colleagues, which can amplify the negative effects across the organization.
Identifying Common Issues in Meetings
Several factors contribute to these negative meeting experiences, including:
- Unnecessary meetings that could have been addressed via email
- Irrelevant agenda topics
- Poor facilitation
- Excessive attendee lists
- Prolonged meeting durations
- Dominance by a few voices in discussions
- Unclear outcomes or decisions
Strategies to Mitigate Meeting Hangovers
To counteract the prevalence of meeting hangovers, Rogelberg recommends several actionable strategies:
- **Limit the Attendee List:** Keep meetings small to foster focused discussions.
- **Facilitate More, Talk Less:** The effectiveness of a meeting often decreases as the leader speaks more. Leaders should prioritize facilitating discussions over dominating them.
- **Reframe Agendas as Questions:** Instead of listing topics for discussion, structure agendas around specific questions. This approach clarifies who needs to attend and provides clear objectives for the meeting.
Rogelberg asserts, “If you just can’t think of any questions, it likely means you don’t need to create a meeting.” This method not only keeps participants engaged but also encourages accountability and outcomes.
Recommended Practices for Affected Employees
For employees grappling with the aftermath of a challenging meeting, Rogelberg advises focusing on solution-oriented conversations with colleagues. “Chatting with your colleague about how to deal with the situation for the future, getting their thoughts, engaging in sense-making where you’re trying to understand different perspectives on what just happened—those types of conversations increase your skills and your resilience when you do have a bad meeting,” he explained.
Implementing these strategies can help organizations cultivate a more productive environment by minimizing the detrimental effects of meeting hangovers and enhancing overall workflow and efficiency.
About the Author
Analisa Novak is a content producer for CBS News and the Emmy Award-winning “CBS Mornings.” Based in Chicago, she covers live events and exclusive interviews for the show. A veteran of the United States Army, she holds a master’s degree in strategic communication from Quinnipiac University.
