We all hate meetings. It may get too tiring and stressful if we have to attend so many of them in a day. Moreover, the scenario also hits employees’ quality and productivity levels; they may soon become demotivated at work.

You will be surprised to know that a recent survey shows almost 83% of meetings on the monthly calendars are observed to be unproductive. The repeated zoom calls, debriefing, and endless check-ins may cause a plague in the companies. As a result, behavioral scientists are focusing on practical solutions to lead time management and happiness to address this.

Below we have listed some psychological pitfalls that can help people to attend more meetings without feeling exhausted. In addition, experts at Global Investment Strategies can help you follow research-backed strategies to assist managers, employees, and entire organizations overcoming fast.

Meeting FOMO

The biggest reason to attend so many meetings in day-to-day life is the FOMO – Fear of Missing Out. We start believing that our colleagues and teammates will judge us when we attend meetings. We feel they will probably forget us if we do not accept any invitation.

The rising misconceptions about ideal employees have created a demanding scenario for employees. Managers need to avoid such harmful behaviors in workplaces. Employees must be given time to demonstrate engagement and value outside meetings. The best way to deal with FOMO is to develop a healthy engagement model for yourself. To encourage your team members to eliminate additional burdens created by teams, you should start declining some unnecessary meetings yourself.

Selfish Urgency

We often fall for egocentric biases in organizations. It forces us to focus more on our desires, needs, and perspectives. When we talk about meetings, biases are common, leading to selfish urgency. Leaders try to schedule meetings at their convenient times without recognizing the schedules and needs of the remaining members. Many times leaders even try to force others’ calendars per their convenience.

To address such challenges, leaders must repeatedly remind themselves about the opportunity costs associated with attending several times. If you find some trouble in this management, you may need to use some modern-age tools to make a timely cost analysis. For example, you may need to set up mutually convenient times for organizing, canceling, and shortening meetings.

If you have ever attended a mind-numbing meeting for almost three hours, you might be aware of how frustrating this experience can be. Leaders must overcome pluralistic ignorance by encouraging teams to share their feedback and frustrations openly. They need to work regularly to eliminate and identify unproductive meetings so that they can spare more time to do some relevant and outcome-oriented work. Finally, it is necessary to change the psychology of your employees to develop cleaner calendars with effective interaction schedules.