Why Jamie Dimon Is Right About Meetings

Plenty of workers are frustrated with endless discussion. Sending your digital twin to a meeting is not the answer.

- Emma Jacobs

Who said the art of letter writing was dead? The annual missive to shareholders from Mr Jamie Dimon, JPMorgan's chief executive and chairman, ran to 57 pages plus footnotes.

Described by the Financial Times Lex column as a "masterclass in managing up" to US President Donald Trump, Mr Dimon's letter saved some of its sharpest criticism not for politicians but for poor business communication and management practices.

"Talk like you speak - get rid of the jargon," wrote Mr Dimon in the tract, which was published in April and also ruminated on tariffs, the global economic outlook, and doing more with less.

"Avoid management pablum." Mr Dimon's greatest ire was aimed at meetings. "Kill" them, he wrote. If they happen, make sure they have a hard start and end time, and a clear purpose. Organise them so they are attended only by relevant participants. "Sometimes we think we're just being nice by inviting people to a meeting who don't have to be there."

Calls for meeting culls are generally warmly received. A couple of years ago, Shopify, the e-commerce company, received wide attention for cancelling Wednesday meetings and those with more than two people.