Mission First, Meetings Second: Why Your Calendar Could Be Killing Success
Written by: Mike “Woody” Woodhouse
In my 18 years of navigating the often chaotic seas of military life—from small, tight-knit units where every soldier’s move is crucial to the mission, to sprawling organizations where a single decision can ripple across the world—one thing has remained consistent: meetings.
Ah, meetings. The great unifier. The event that pulls you away from your mission, your team, and sometimes your sanity. I’ve sat through more meetings than I care to count—some that were crucial, others that made me question the very fabric of our profession. But there’s a stark difference between meetings that are part of a battle rhythm and those that seem to exist simply because someone thinks, “Well, it’s Tuesday, we must gather the troops.”
In the military, battle rhythm isn’t just a buzzword; it’s a lifeline. A well-established battle rhythm ensures that critical tasks—the lifeblood of the mission—are supported, not suffocated, by events on the calendar. It provides structure amidst the chaos and allows leaders to lead, soldiers to soldier, and missions to be accomplished.
The problem arises when meetings become a crutch for those who lack trust in their teams. You know the ones: the “checks and balances” meetings where leaders are pulled away from their primary duties to report on every minor detail. We seem to forget that the best way to gauge progress is through the results of the work, not through another PowerPoint slide.
I’ve witnessed firsthand the success of organizations that prioritize trust and results over micromanagement. In these teams, meetings aren’t frequent, but they are impactful. They’re a time to align, ensure everyone knows the mission and their role, and then it’s back to the grind. Trust is the cornerstone here. Leaders trust their people to do their jobs, and in return, their people deliver. It’s a cycle that breeds success without the need for constant oversight.
Contrast this with organizations where meetings dominate the agenda. Instead of focusing on the mission, leaders spend their time preparing for the next meeting, crafting updates that often have little bearing on the actual work being done. It’s like planning a mission around the mission briefing itself, rather than the objective. And let’s be honest—does anyone really need another slide deck that tells us what we already know?
One of the most effective units I ever had the privilege to serve with followed a simple principle: meetings were held only when necessary, and they had to be meaningful. This unit thrived because they weren’t bogged down by unnecessary gatherings. Instead, they channeled their energy into the mission. The results spoke for themselves, and team cohesion was unmatched. We didn’t need constant check-ins to confirm that everyone was pulling their weight; the mission’s success was proof enough.
Now, I’m not saying that meetings are inherently bad. Like a well-tuned engine, they can drive your team forward when used correctly. The key is to make them part of your battle rhythm—deliberate, necessary, and always with a clear objective. Meetings should be about moving the mission forward, not just checking a box on someone’s calendar.
As leaders, we must trust our people to do their jobs. We need to focus on the results, not on how many times we can get everyone in the same room to talk about what they’re doing. If you’re in charge, set the rhythm, hold the meetings that matter, and then get out of the way. Let your people do what you brought them here to do.
In the end, the takeaway is simple: Trust your team. Meet when needed, and make those meetings count. Focus on the mission, not the meetings. Because at the end of the day, it’s not about how many times you met, but how well you accomplished what you set out to do.
So, I pose this question to you: Are your meetings driving success, or are they just filling the calendar?
