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In this monologue, the speaker argues that the volume of meetings within an organization is a clear indicator of poor performance. He contrasts high‑performing companies, which set their quarterly goals at the start of the quarter and use meetings only for brief awareness updates, with low‑performing ones that schedule excessive meetings. The speaker emphasizes that customers pay for work, not for meetings, and that time spent in meetings detracts from actual productive work. He lists essential business activities—strategy, planning, reporting, prioritization, and accountability—that are often missing when meetings dominate, suggesting that a focus on these functions, rather than on meeting frequency, is the hallmark of a well‑run company.
