Should You Call
That Meeting?

Course Objectives

Meetings are one of the most common — and most misused — tools in the workplace, whether they happen around a table or over video. Think about the last meeting you attended that could have been a three-sentence email.

This course covers how to determine when a meeting is the right call, how to plan it, and what to do when it isn't necessary. You will also learn how to protect your calendar from unproductive incoming invitations.

By the end of this lesson, you will be able to:

• Calculate the total annual cost (in time) of a recurring meeting based on its length and frequency using the Meeting Multiplier tool
• Analyze how a rescheduled meeting can create a conflict on someone else's calendar
• Apply the three-question test to determine whether a workplace situation requires a meeting or a message
• Categorize a meeting's purpose into its correct meeting type — Status Update, Decision, Brainstorm, or 1:1
• Evaluate real scenarios and decide whether the right call was a meeting or a message
• Choose the appropriate response strategy to decline an unnecessary or conflicting meeting invitation while maintaining professional relationships
• Utilize the pre-meeting checklist to verify that a proposed meeting meets all five criteria before sending the invitation

The Meeting Multiplier

A single meeting rarely happens just once. See what it adds up to once it becomes a recurring meeting — scheduled to repeat on a regular basis. Depending on your calendar tool, you might see this called "recurring" (Outlook) or "repeat" (Google Calendar) — same idea, different name.

In the activity below, use the slider to set the meeting length — how long the meeting runs, and use the dropdown to select how often it repeats. As you adjust each one, watch the total number of hours change to show how much time a recurring meeting adds up to over a year.

The Interruption Chain

Once you've decided a meeting is worth having, watch your buffer time when scheduling it: leave enough time between meetings — do not schedule meetings back-to-back. If the meeting right before yours runs long, you will be forced to reschedule — and create a conflict for someone who already planned their calendar around your meeting.

Creating Conflicts for Others

Rescheduling one meeting can sometimes trigger a chain of events. You've seen this happen — one meeting runs long, and suddenly other meetings need to shift too — and someone else usually pays for it.

Click through the scenario below for an example of how rescheduling a meeting can affect someone else.

Meeting, or Message?

Now let's determine whether you should set a meeting or send a message.

In the activity below, you will be asked three questions. Your answers will help you figure out if a meeting is necessary, so answer honestly.

NOTE: If you are new to terms like "quick sync" or "async" -check the Key Terms below. You may find that most "quick syncs" don't actually need to be a meeting at all — they just feel like they do.

Meeting Types at a Glance

So you've passed the meeting-or-message test and decided you need to call a meeting. But what kind of meeting? Not every meeting has the same purpose, audience structure, duration and frequency.

Review the table below to see what each meeting type requires, so you don't end up with a brainstorm that runs like a status update (or vice versa).

Meeting Type	Purpose	Audience — Who's in the Room	Duration & Frequency
Status Update	To share progress, spot project roadblocks early, and make sure everyone is on the same page.	The core project team and any cross-functional partners.	15–30 mins Weekly or bi-weekly NOTE: If discussion is not needed, cancel the upcoming recurring meeting and send an email.
Decision	To review/evaluate available options, specific proposals requiring approval, debate risks, and walk away with a final choice and clear next steps on a specific project or strategy.	Key decision-makers, stakeholders, and project owners who can make decisions and provide a formal sign-off.	30–60 mins As needed per milestone
Brainstorm	To rapidly generate as many creative ideas and new solutions as possible for a specific problem or project.	The project team, guests from other teams for fresh views, and a facilitator.	45–90 mins At project kickoffs or pivots
1:1 (Coaching & Feedback)	To help team members grow, give honest feedback, and build a stronger working relationship.	A manager and their direct report.	30–50 mins Weekly or bi-weekly

Scenario Practice

Now that you've learned about the different meeting types, let's see if you can make the right call to determine if a meeting is needed or not.

In the activity below, you will be asked three questions. Select the best response that describes what you would do in that situation.

Scenario A

Your team missed a deadline. Leadership wants to know why. Do you...

Call an all-hands meeting to explain Send a written root-cause summary, offer a call only if questions come up

Scenario B

Three stakeholders disagree on which vendor to choose, and the deadline is Friday. Do you...

Call a 30-minute decision meeting with only the three stakeholders Loop in the whole department for visibility

Scenario C

You want feedback on a doc, and everyone's schedule is packed this week. Do you...

Push for a meeting slot anyway, it's easier to explain live Share the doc with inline comments and an async deadline for feedback

How to Decline a Meeting (Politely)

We've all been there—your calendar is already packed, and another invite pops up that doesn't really require your presence. Instead of just hitting “decline” or ignoring it, here are some examples you can use when you want to politely decline an invitation:

What Would You Do?

Imagine you just received an invite for a big brainstorm session. Looking at the attendee list, most of your team is going, and the topic is focused on a project you aren't involved in. Your afternoon is also swamped with a major deadline for your own work. How would you politely decline this meeting invitation?

Select the best response that keeps your afternoon free without appearing disengaged (checked out).

Ultimately, declining a meeting isn't about dodging work — it's about making sure you have the uninterrupted time to actually get your most important tasks done.

Before You Hit Send

Once you've decided a meeting is necessary, review this checklist before sending the invite.

• Define one clear outcome: Ensure the session focuses strictly on a single, required deliverable that demands real-time group discussion.
• Streamline the attendee list: Invite only the individuals essential to reaching that outcome. Avoid adding people "just in case."
• Distribute an advance agenda: Send a clear agenda ahead of time, even if it is only a single line.
• Share context early: Provide all pre-reading materials and necessary background information well in advance.
• Keep it short: Schedule the session for the shortest timeframe realistically needed to accomplish the goal.

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Course Wrap-Up

Meetings serve a purpose but they also cost time and energy, so they shouldn't be your automatic go-to. Before you hit "send" on that next calendar invite, pause for a second and think about what you actually need to accomplish and if there is an easier way to get it done.

When you aren't sure, just ask yourself: Do we need to talk this out live - in a meeting, or is it just an FYI update? If there's a genuine blocker that needs to be discussed, call a meeting. If it's just information that needs to be shared, send it in writing.