Dave, a senior VP at a large U.S. bank, was a strong one-on-one manager. However, 360-degree feedback revealed that he struggled in one critical area: leading effective meetings. Multiple employees described his meetings as “a time suck.” They complained that he asked them to meet too often, allowed a few people to dominate conversations, and failed to create an environment where attendees really wrestled with ideas and engaged in critical thinking. These comments took Dave by complete surprise. He’d thought he was doing a good job with meetings—better than most of his peers, anyway.
A version of this article appeared in the January–February 2019 issue (pp.140–143) of Harvard Business Review.
