“This Could Have Been an Email” – Why We Should Truly Question Meetings

I still vividly remember a meeting at the beginning of the year. It was early morning, the coffee hadn’t even fully kicked in yet, and we were already sitting in a Teams meeting. The agenda? A long list of items no one had really read. After twenty minutes, it became obvious: the entire discussion could easily have been handled in a five-line email. One of those moments you silently acknowledge with an eye roll and the phrase, “This could have been an email.”

The truth is, we all know these moments. Meetings that seem important, but at the end of the day mainly consume time. Studies show that employees in Western companies spend on average more than twenty hours per week in meetings. And how much of that time is truly productive? Only a small portion. Many of those hours could be used far more effectively if information were communicated clearly, structured, and concisely in writing.

Of course, meetings have their place — that’s undeniable. They foster exchange, enable spontaneous ideas, and strengthen team spirit. Unfortunately, we often forget that quality matters more than quantity.

Why is that? One reason is that meetings are often misunderstood as a kind of status symbol. Being present signals engagement; not attending can create the fear of missing out. At the same time, there is an unspoken pressure to resolve everything in real time — even topics that don’t require immediate alignment and could easily be solved asynchronously.

Perhaps you recognize this example: a project team introduces short daily stand-ups. At first, they feel motivating because everyone is visible and progress is transparently shared. But after a few weeks, the content begins to repeat itself. Essentially, people are just restating what is already known. Motivation declines, and suddenly these appointments feel like mandatory obligations that drain energy instead of generating it.

The problem is rarely that meetings are inherently bad — rather, they are not used intentionally. Agendas are not clearly communicated, participants don’t know what decisions are expected, and invitations are sent “out of tradition” or habit. One simple question before every meeting can work wonders:“Could this information also be shared in writing?”

If the answer is yes, you save everyone involved time, focus, and energy.

Emails are not the enemy. On the contrary, they are a powerful tool for sharing information efficiently without requiring everyone to be present at the same time. Updates, status reports, or decisions that do not require discussion can be communicated perfectly this way. The real skill lies in clearly deciding when a meeting truly makes sense — and when it does not.

That said, meetings are not inherently bad. They are indispensable when it comes to discussions, brainstorming, or complex decisions. This is where they unfold their true value. The key, however, is to consistently focus them on what truly matters, define roles clearly, and respect everyone’s time.

I have seen teams radically redesign their weekly meetings: fifteen-minute dailies, a clearly structured agenda, short updates exclusively via chat or email — the results were remarkable. Less frustration, faster decisions, and significantly more energy for the actual work.

Another dimension that is often underestimated is the psychological one. People have a strong need to be seen and heard. Meetings therefore serve not only for information exchange but also for social interaction. They can foster creativity, strengthen trust, and solidify team cohesion. But without clear structure, they quickly turn into time-wasters.

When everyone is present but no one takes responsibility or moderates clearly, the meeting resembles an endless conversation without direction and without tangible results.

Company culture also plays a decisive role. Organizations that critically question meetings create space for ownership and efficiency. They allow employees to decide when presence is truly necessary and thereby promote engagement, autonomy, and satisfaction. In such a culture, productivity is not measured by the number of meetings, but by the quality of the results.

Ultimately, it’s not about demonizing meetings or abolishing them entirely. It’s about using them consciously and purposefully. Every meeting should serve a clearly defined objective, be carefully prepared, and deliver real added value. Anything else is wasted time — and time is one of the most valuable resources in our working lives.

This is also the key to fewer “This could have been an email” moments: reflect, prioritize, and decide consciously.

If you adopt this mindset, you won’t just regain valuable hours — you will also regain energy. Energy that you can invest in creativity, problem-solving, and real collaboration instead of losing it in endless, unfocused discussions.

At the end of the day, every invitation should be well considered. Consistently ask yourself: Do I really need a meeting — or could this just as well, perhaps even better, be an email?

So here is your to-do:

Take a few deliberate minutes to critically review your upcoming meetings — and truly critically. With every invitation, ask yourself: Is my physical or virtual presence absolutely necessary, or could the matter be handled just as efficiently via email or chat? You may find that in many cases, that is entirely sufficient.

Also check whether the agenda is clearly formulated. Does every participant know exactly what the topic is and which decisions are expected? If this is not clear, there is a risk that the meeting will turn into an endless monologue without real added value.

Another important point: Don’t hesitate to shorten meetings, combine them, or even cancel them entirely. Five focused minutes with a clear objective are often far more effective than an hour of unstructured discussion.

At the same time, it’s worth actively questioning your own meeting culture. Encourage colleagues to send invitations only when they are truly necessary, and consciously prioritize clear and precise communication.

Meetings are not inherently bad — they are a tool. Use that tool intentionally to foster creativity, make well-founded decisions, or enable genuine collaboration. Everything else is ultimately a waste of time.

If you internalize this mindset, you won’t just save hours — you will regain valuable energy. Energy that you can invest in productive work, exciting projects, and creative ideas.

Make it your personal challenge this week: deliberately reduce the number of your “This could have been an email” moments — and instead increase your focus on what truly matters.