Dropbox CEO Shares Simple Rule for Turning Down Meetings
· culture
The Meeting Revolt: How CEOs Are Taking Back Their Time
Dropbox co-CEO Ashraf Alkarmi has been open about his approach to meetings: only attending ones that align with his quarterly goals. This strategy, adopted by several high-profile CEOs, speaks to a deeper issue plaguing modern workplaces – the cult of busyness.
The assumption that attending meetings equates to productivity is being turned on its head by CEOs like Alkarmi and Southwest Airlines’ Bob Jordan. Jordan has taken a bold step by blocking out large chunks of his calendar each week, prioritizing work that only he can do. As Jordan noted on a recent panel discussion, CEOs often confuse busyness with leadership – attending meetings is seen as a badge of honor.
This meeting revolt isn’t just about time management; it’s also about trust and delegation. By setting clear priorities and communicating them to their teams, these CEOs are trusting their staff to handle tasks without direct oversight. Alkarmi’s approach allows him to focus on high-impact areas and avoid non-essential meetings.
The Myth of Meeting Culture
The idea that meetings are essential for productivity has been perpetuated by leaders who should know better. However, some CEOs are bucking this trend. Airbnb CEO Brian Chesky sets boundaries around his availability, barring any meetings before 10 a.m., to signal that his time is valuable and that focus takes precedence over visibility.
The Benefits of Boundaries
CEOs like Alkarmi and Jordan have learned the importance of setting clear priorities and communicating them to their teams. By doing so, they can avoid getting bogged down in non-essential meetings and focus on tasks requiring direct attention. Jensen Huang, cofounder and CEO of Nvidia, emphasizes the need for trust in delegating tasks without direct oversight.
The Meeting Revolt: Implications for Leaders
As more CEOs adopt unconventional strategies to navigate their schedules, we can expect a shift in how meetings are perceived within workplaces. By prioritizing productivity over visibility, leaders create a culture that values focus and results over face-time and status. As employees, we have a crucial role to play in this movement – by advocating for better meeting practices and pushing back against the cult of busyness.
It’s time to take control of our schedules and prioritize the work that truly matters. By setting clear priorities and communicating them to their teams, CEOs are sending a message that time is valuable – and that focus should come before visibility.
Reader Views
- TSThe Society Desk · editorial
While I applaud CEOs like Ashraf Alkarmi for setting boundaries and prioritizing focus over visibility, it's essential to acknowledge that not all employees have the luxury of doing so. By setting aside large chunks of their calendars, these leaders may inadvertently perpetuate a culture where only high-level executives are valued for their time and productivity. To truly shift the meeting culture, companies must recognize that trust and delegation require more than just setting clear priorities – they also demand a willingness to empower and develop subordinate talent.
- PLProf. Lana D. · social historian
While I applaud these CEOs for establishing boundaries and prioritizing productivity, let's not forget that their actions are also influenced by privilege and scale. What about small business owners or entrepreneurs who can't simply block out chunks of time on their calendar? How do they balance delegation with the need to stay hands-on in the absence of a large team? The meeting revolt needs to trickle down to smaller organizations, where boundaries are often harder to set due to necessity rather than luxury.
- DCDrew C. · cultural critic
The great meeting rebellion is underway, but let's not get too carried away with the idea that these CEOs are somehow pioneers in time management. Many of us have been advocating for a more thoughtful approach to meetings for years, only to be dismissed as "unproductive" or "out of touch." The real question is: will this trend translate into meaningful changes at lower levels of organizational hierarchy? Or will it simply become another way for executives to reinforce their already impressive work-life balance?