I'm not a fan of business meetings. My wife works for a company that seems to revel in them. Sometimes, entire days go by where she does nothing but shuttle from one conference room to another. I don't hide my dismay. I prefer meetings that focus on a single thing, and then be part of an engaged group of people who share their opinions and reach some kind of consensus. It's a rare thing, but it is possible. (For instance, it's how we developed our presentation for this past year's staff training event.) I don't call many staff meetings (I like to think I communicate directly). However, I recognize that this is just the opposite extreme from how my wife's company works. There ought to be a middle ground. This is why I found this article so interesting. It ran in last Sunday's New York Times , and contains eminently practical suggestions for making meetings more efficient, and more useful to the time of everyone involved. I'm going to print it out, an