March 4, 2026Martin Barraud/Getty ImagesPostBuy CopiesPostBuy CopiesSenior leaders spend much of their time in conversation. One-on-ones. Operational updates. Cross-functional briefings. Status reviews. When calendars are crowded and attention is finite, executives don’t typically choose whether to attend these meetings. They choose how fully to show up. And in those moments, many rely on a simple mental shortcut: Does this topic sound interesting enough to warrant my full attention?PostBuy Copies
You Should Take That “Boring” Meeting
Senior leaders often decide how fully to engage in meetings based on whether a topic sounds interesting—and multitasking or disengaging during more routine meet ups. But a new study found that this decision-making may be flawed: people systematically underestimate how engaging and valuable “boring” discussions become once they participate. The research found that while passive alternatives—listening to recordings or reading summaries—felt as dull as people expected, real-time interaction on topics rated “boring” consistently proved more engaging than people expected—and participants were much more likely to desire a follow-up conversation than they had anticipated at the outset. By reframing expectations and investing attention—especially in non-discretionary meetings—executives can unlock hidden value in mundane exchanges, build trust with their employees, and avoid the costly blind spots caused by inattention.
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