HBR Guide to Making Every Meeting Matter (HBR Guide Series)

by Harvard Business Review

Am I the right person to attend? If it’s clear that the meeting is worthwhile, your next question is whether or not you should be there. Are the issues within the purview of your role? Do you have the expertise to contribute to the conversation? Are you under-qualified or overqualified for the level of decision making on the table? If you’re questioning why you were invited, reach out to the meeting organizer before responding: “What are you looking for me to contribute at this meeting?” “Who else will be there from my department?” “Who will I be representing?” Is the meeting a priority for me right now? If you believe the meeting will be valuable and that you would make a contribution to the discussion, consider how it aligns with your goals and work. How central is the meeting topic to your role? Where does the issue fit relative to your other immediate demands? How unique is your contribution, and could your seat be better filled by someone else? If you ask yourself these questions and find that your participation isn’t essential, then it’s appropriate to decline the meeting. Even if you choose not to attend, the following options can help you demonstrate that you’re a good team player and a positive contributor, even if you can’t be in the room.