Friday, September 04, 2026

Spreading your marketing budget across five channels guarantees none of them work. Here's how to get real cut-through on any budget.

If you cancelled every meeting on your calendar for the next two weeks, would your business actually slow down — or would some of it speed up? Harvard Business Review's review of meeting research found that about 70% of meetings kept employees from completing the very work the meeting was supposedly about. That figure covers employees generally, not SME owners specifically, but anyone who has sat through a status update that could have been a two-line message knows exactly which category they're in.

After over 30 years running meetings at agencies and inside nine businesses of my own, I've never once seen a business get more done by having more meetings. I've seen plenty get more done by replacing a tangle of ad-hoc catch-ups with one deliberate rhythm.

The Meeting Habit Nobody Designed on Purpose

The enemy here isn't meetings themselves — it's the meeting calendar that grew by accident. A weekly catch-up here, a one-off project update there, a client call that somehow became a standing Tuesday slot eighteen months ago and never got un-booked. Nobody sat down and designed this calendar; it accreted, one "let's just get something in the diary" at a time. By the time a business reaches ten or fifteen people, the owner can lose a third of their working week to meetings that were never actually redesigned once their original reason had passed.

Verne Harnish's Meeting Rhythm, Sized for an SME

Harnish's Rockefeller Habits sets out a cadence built for fast-growing companies. At SME scale, it collapses to four decisions:

  • Daily huddle, 10–15 minutes. What's blocking today, nothing else. No status reports, no laptops open.
  • Weekly tactical, 45–60 minutes. The numbers that matter this week, and the two or three issues actually worth the whole team's time to solve together.
  • Monthly or quarterly strategic, half a day. Step back from the week-to-week grind and check the plan is still the right plan.
  • Everything else gets a decision, not a slot. Either it's a two-minute conversation that never needed a calendar invite, or it belongs in one of the three rhythms above. There is no fourth category.

"Specific to my business requirements and takes a systematic approach. Practical, specific, and pertinent to my business."

— Simon Keepa

Why Owners Who've Heard of This Still Run Eleven Meetings a Week

Redesigning the calendar means telling someone whose standing meeting you're cancelling that it wasn't actually earning its slot — an uncomfortable conversation to have alone. It's a far easier conversation when an outside adviser is the one asking the question, "what is this meeting actually for, now?", because it reads as structural, not personal.

Key Takeaways

  • Recognise that roughly 70% of meetings, per HBR's review of the research, stop the work they're meant to enable.
  • Replace an accidental meeting calendar with four deliberate rhythms: daily, weekly, monthly/quarterly, and everything-else.
  • Cut any meeting that doesn't clearly belong to one of those three rhythms.
  • Bring in an outside view to ask the uncomfortable "what's this actually for" question before year-end chaos makes it worse.

If you can't remember the last time you cancelled a recurring meeting rather than added one, that's worth a look before this year's plan runs out of road.