In the contemporary work environment, marked by the rapid rise of hybrid and remote work models, managers face a unique set of challenges that were unimaginable just a decade ago. Among these challenges, one stands out as both ubiquitous and deeply frustrating: the phenomenon of employees multitasking during virtual meetings. This behavior has left many managers exasperated, leading some to consider a return to the office as a solution, believing that physical presence will ensure full attention and engagement. However, this approach might miss the mark by failing to address the underlying issues within the structure and leadership of these meetings. To create a more engaged and productive team, it is essential to delve into the reasons behind multitasking and explore how managers can restructure meetings to better capture their team’s focus.

The Silent Struggles of Managers in Virtual Meetings

For many managers, the struggle to maintain employee attention during video conferences has become a constant battle. The irritation grows when, despite their best efforts, they notice team members seemingly distracted—juggling between Slack messages, emails, and other tasks during what should be a focused discussion. This frustration has led some managers to advocate for a return to traditional office settings, under the assumption that physical presence will naturally lead to better engagement. However, this perspective may overlook a critical aspect: the real issue might not lie with the employees but rather with how these meetings are structured.

The Reality Check: It’s Not Just About Slack

A common assumption is that employees are distracted by personal matters during virtual meetings—texting friends, browsing social media, or even indulging in online shopping. This assumption fuels frustration among managers, who interpret these actions as a lack of seriousness or commitment to the job. However, this perspective doesn’t hold up when we examine the evidence more closely.

Research conducted by Nick Bloom, a respected scholar on remote work, reveals that only about 5% of employees engage in personal activities during virtual meetings. The vast majority of multitasking is, in fact, work-related. Employees are not neglecting their responsibilities; rather, they are trying to manage additional work tasks while participating in meetings. This multitasking includes responding to emails, managing Slack messages, and editing documents—all while ostensibly paying attention to the meeting.

This finding shifts the narrative from blaming employees to questioning why they feel the need to multitask during meetings. If employees are splitting their focus between the meeting and other work tasks, it suggests that the structure of the meeting is not conducive to their full engagement.

Multitasking: A Symptom of Deeper Issues in Meeting Culture

Multitasking during meetings often stems from a few core issues related to the structure and relevance of the meetings themselves. Understanding these factors can help managers address the root causes and create more engaging and productive meetings. Here are the key reasons why employees tend to multitask:

• Overly Broad Agendas: When meetings cover too many topics without a clear focus, participants struggle to stay engaged, leading to multitasking.
• Lack of Clear Objectives: Without defined goals, meetings feel aimless, prompting employees to turn to other tasks that seem more productive.
• Irrelevant Content: If discussions don’t pertain to attendees’ roles, they may disengage and focus on more relevant work.
• Excessive Attendee Lists: Large meetings where only a few contribute can leave others feeling their presence isn’t needed, leading to multitasking.
• Lengthy Meetings: Long meetings cause fatigue, pushing participants to multitask to manage their time better.
• Recurring Meetings with Little Change: Regular meetings that cover the same ground become monotonous, prompting multitasking.
• Inadequate Preparation: Disorganized meetings with vague agendas lead to disengagement and multitasking.
• Meetings During Peak Productivity: Interrupting high-focus work hours with meetings can frustrate employees, leading them to multitask.
• Lack of Engagement Opportunities: Meetings that don’t encourage active participation leave attendees disengaged, leading to multitasking.

By addressing these issues, managers can create meetings that are more focused, relevant, and engaging, reducing the likelihood of multitasking and enhancing overall productivity.

The Manager’s Role in Facilitating Effective Meetings

As a leader, your responsibilities extend beyond merely setting the time and sending out the invitations for a meeting. You are tasked with creating an environment that fosters full engagement and productivity. When a significant portion of your team is multitasking during meetings, it’s a clear signal that the current meeting structure is not conducive to maintaining focus.

Structuring Meetings for Success

To address the issue of multitasking, managers must rethink how they structure meetings from the ground up. The first step is to carefully consider the attendee list—only those who have a genuine need to be in the meeting should be invited. A smaller, more focused group is more likely to stay engaged because each participant has a role to play.

Moreover, the meeting agenda must be clear, concise, and require active participation from all attendees. This doesn’t mean merely listening passively or nodding in agreement. The agenda should be designed in such a way that it demands input, questioning, or at least some form of active engagement from everyone present. When participants know that their contribution is expected, they are less likely to disengage and resort to multitasking as a way to cope with a dull or irrelevant meeting.

In addition to these steps, managers should also consider the length and frequency of meetings. Long, recurring meetings are often counterproductive and can lead to disengagement. Instead, opt for shorter, more frequent meetings if necessary, but ensure each one has a clear purpose and actionable outcomes. This approach not only keeps participants engaged but also respects their time, reducing the need for multitasking.

Beyond Meetings: The Broader Implications of Multitasking and Disengagement

The issue of multitasking during meetings is not isolated; it often points to broader organizational challenges. If employees feel the need to multitask during meetings, it suggests they are overwhelmed with work and do not have enough time to complete their tasks outside of meetings. This indicates a deeper problem—one of meeting overload and poor time management within the organization.

Addressing Meeting Overload

Meeting overload occurs when employees are burdened with too many meetings, leaving little time for focused, uninterrupted work. This not only hampers productivity but also leads to employee burnout. To combat meeting overload, managers must critically evaluate the necessity of each meeting. Ask yourself: Is this meeting essential, or could the information be communicated through an email or a project management tool?

Reducing the number of meetings and making the remaining ones more purposeful allows employees to focus on their core tasks without constant interruptions. This approach not only improves productivity but also enhances employee satisfaction by providing them with more control over their time.

Rethinking Meetings: A Strategic Approach to Enhance Engagement

It’s a common misconception that meetings are the cornerstone of effective team communication. In reality, many meetings are little more than time sinks that dilute productivity and engagement. However, as a manager, you have the power to change this by adopting a more strategic approach to meetings.

Creating Purposeful and Engaging Meetings

When planning a meeting, begin by questioning its necessity. If you determine that the meeting is essential, focus on who really needs to attend. A smaller, more focused group ensures that everyone present has something valuable to contribute. This approach naturally reduces the likelihood of multitasking because participants are more engaged.

Alongside this, the agenda should be carefully crafted to require active involvement from all attendees. Passive participation—where employees are present but not engaged—should be minimized. The goal is to create an environment where everyone feels that their input is necessary and valued. This not only keeps participants engaged but also makes the meeting more productive and efficient.

Additionally, consider the timing of your meetings. Morning meetings, for instance, may not be ideal for all teams, as they can interrupt the most productive work hours. Finding a time that aligns with your team’s natural energy levels and work rhythms can make a significant difference in engagement.

Digging Deeper: When Multitasking Persists Despite Changes

If you’ve implemented these changes—fewer, more focused meetings with a thoughtful attendee list and an interactive agenda—and multitasking continues, it’s a sign that there may be deeper issues at play. Persistent multitasking might not be a reflection of the meetings themselves but rather of underlying team dynamics or individual motivations that have not been fully addressed.

Investigating Underlying Issues

When multitasking persists despite your best efforts, it’s important to take a closer look at the team’s dynamics. Are roles clearly defined? Do team members feel a sense of ownership and accountability? If these aspects are lacking, they need to be addressed as part of a broader strategy to improve engagement.

Additionally, consider whether there are cultural mismatches within the team or misaligned incentives that might be contributing to disengagement. For example, if the team culture does not align with the organizational goals or if employees feel that their contributions are not recognized or rewarded, they may be less inclined to fully engage in meetings.

Personal challenges, such as stress or burnout, could also be contributing factors. In such cases, it’s important to provide support and resources to help employees manage their workload and well-being. This might include offering flexibility in work hours, providing mental health resources, or simply fostering a more supportive team environment.

The Ultimate Goal: Creating Engaged, Productive Meetings

To create meetings that command attention and drive productivity, managers must take a hard look at their approach. Understand that while multitasking may seem like a minor issue, it’s often a symptom of a larger problem in your management style and communication strategy.

Restructuring Your Approach for Maximum Engagement

Instead of placing the blame on employees for multitasking, focus on restructuring your meetings to make them more engaging and purposeful. This involves not only reducing the number of meetings but also ensuring that those that do occur are necessary, well-structured, and involve only those who need to be there.

Moreover, it’s essential to create an environment where every participant feels that their contribution is valuable. This can be achieved by crafting agendas that require active participation, reducing meeting length, and respecting employees’ time outside of meetings. By adopting these strategies, you’ll likely see a decrease in multitasking and an increase in overall productivity and focus.

Conclusion: Redefining Meetings for the Modern Workforce

The challenges of managing a remote or hybrid workforce are numerous, but they also present opportunities for growth and improvement. By reevaluating how meetings are conducted, managers can foster a more engaged and productive team. This involves recognizing the root causes of multitasking, addressing them through thoughtful meeting structures, and creating a work environment that values time and engagement.

In the end, the goal is not just to hold meetings—it’s to hold meetings that matter, where every participant is fully engaged and contributing to the team’s success. This shift in approach not only enhances productivity but also builds a stronger, more cohesive team that is better equipped to navigate the challenges of the modern work environment.