Glad someone has said it! I had a job where my boss was always on my case about how I had too many meetings and not enough time to "do stuff". I was a manager over nearly 20 highly technical people. I kept having to explain to him that my job was quite literally to have meetings. Meetings with the people on the team to communicate the latest standards of how to do things and get feedback on those standards. Meetings with clients to ensure they knew exactly what they were getting and how we were giving it to them, to prevent misunderstandings. Meetings with potential clients to sell to them. Etc. etc. etc. The only issue I had with my meetings... as the person who was functioning as the liason and "glue" for a ton of stuff... was trying to juggle emails and chat messages from people who wanted my time but didn't want a meeting. Very hard to give them OR the meeting my full attention like that! I would just tell people "schedule a meeting" and so much of the time we'd discover through *talking to each other* that the topic was deeper than "answer this single question and I will go away" like they thought they needed. Because knowledge work is like that... things are rarely "I need this one fact to unblock me" there is usuall a greater context to that fact.

J.Ja