Why Meetings are Draining Money from Your Business

It’s another meeting that could have been an email….


Sound familiar? Many people are complaining about back-to-back-to-back Zoom meetings. Once they find out the meeting agenda could have been addressed via email, they’re understandably frustrated! Or worse, someone invites you to an in-person meeting you didn’t really need to be in.


When employees are part of a meeting they aren’t invested in, you’re lowering morale, wasting payroll dollars, and creating animosity in your company. You can turn it around by having meetings that get employees involved and encourage them to take ownership of creating success in the business.


Following these steps can help you host a successful and productive meeting:


  1. Create an agenda and send it out ahead of time. Seems simple enough, but it’s a game changer. When you can tell everyone what the meeting is about ahead of time, it allows them time to process what will be discussed. This gives the attendees time to think about what they want to contribute.
  2. Break the meeting into three sections. The first section should always be an icebreaker. If your team is small enough, this can be a great time to catch up on what everyone is up to. Keep it light and casual—no business should be discussed. 


The second section of the meeting should be about issues you need to discuss and why they are important. The third section should include actions that will be taken to solve the problem and who’s taking the lead.


  1. Designate time stamps and a facilitator. Each section of the agenda should have time stamps. For example a 30-minute meeting can be broken up like this:


  • Section 1: Chitchat (5 mins; or use the actual time, 9:00-9:05)
  • Section 2: Issues (15 mins) 
  • Section 3: Action items and assignments (10 mins) 


The facilitator should move the meeting along and be a strong but gentle voice during the meeting. When a timestamp is reached, the facilitator should move on to the next section and add items to the action items section as needed.


Want to learn more about where your money leaks are coming from and get help solving them? Check out our downloadable guide, The 10 Biggest Money Leaks in Your Accounting System, or reach out today. We can help you simplify, organize and gain insight into your finances.

 

Contact us at Alisa@firststepsfinancial.com and start finding joy in working with your financials!


Our Latest Insight


By Alisa McCabe • October 15, 2026
​There is a frustrating stage of growth when the business makes more money and becomes harder to run. You expected growth to create leverage. Instead, your calendar is fuller and decisions take longer. Projects compete for the same people. Expenses become harder to explain. Accounting needs more information from Operations. Operations needs more information from Accounting. And the accounting systems that carried you to $2 million were not built for $15 million. Nothing necessarily looks broken. That is what makes this stage so deceptive. The processes that got you here may still work. Your people may still be good. Your customers may still be buying. What changed is the weight your existing structure is being asked to carry. At $2 million, you can still personally compensate for the gaps. Somewhere on the road to $5 million, $10 million, or $15 million, that stops being possible. The business did not suddenly become dysfunctional. It outgrew its dependence on informal coordination.  Part 5 of a 5-part series on the COO-Accounting relationship
By Alisa McCabe • October 12, 2026
If Article 3 felt a little too familiar, your first instinct may be to call a meeting. You tell Operations and Accounting they need to communicate better. That will not fix it. The five warning signs were never personality problems. They were signs that your accounting systems and routines were never intentionally built around how these two functions work together. People cannot follow a structure that does not exist. Accounting cannot inform decisions they do not know are being considered. Your COO cannot use financial information they cannot access in time. The fix is not complicated. That does not mean it happens naturally. Most of what you need to build will feel almost obvious. Recurring conversations. Clear handoffs. Shared definitions. Access to the right information. This is not glamorous work. That is probably one reason it gets overlooked. For the first few months, you may have to follow up constantly. People will forget. Meetings will get moved. Someone will make a decision and skip the handoff. Then something starts to change. The follow-up becomes unnecessary. Information moves without you. Problems get caught earlier. Eventually the results look effortless from the outside. They were not. You built the relationship that made them possible. ​ Part 4 of a 5-part series on the COO-Accounting relationship
By Alisa McCabe • September 28, 2026
Article 2 ended with a question. What would you actually see first if this relationship started breaking down inside your business? Here is the answer. You would see five things. If you are like most owners reading this, you are already looking at two or three of them. None of the five announces itself as a communication problem. Each one shows up as friction inside your accounting systems, wearing a perfectly reasonable disguise. That is the difficulty. On the surface, none of these looks like a broken relationship. Each looks like something else entirely. A busy month. A tough quarter. A personality difference between two people who were never going to be friends anyway. Every one of them gets explained away the first time you see it. That is exactly what makes them expensive. This article does not fix any of it. Article 4 does that. The job here is naming what is already sitting in front of you. Most owners walk past these signs for years without recognizing what they are looking at. ​ Part 3 of a 5-part series on the COO-Accounting relationship