Right, in most cases it’s not worth it to burn a bridge by being the one person willing to speak up (especially when you can just go camera off and work on something else). There is a collective action problem where nobody wants to be the first to “defect” even if most do.
And IME the useless meeting problem is pretty common when you have an ineffective manager who likes to “hold court” with as many cross team stakeholders as possible. You probably aren’t close enough to candidly tell them the meeting structure needs to change or just to cancel the recurring meeting, you need to be on their good terms because you work with them relatively often and ask favors of each other, the worst your or their team is doing the more you need the meeting as evidence of crossteam collaboration…
At any company you’re going to end up with this problem, maybe at a startup its easier to communicate frankly and weed out the type of person who would do this, but I think it’s still quite possible for an otherwise good employee to make the mistake of creating inefficient meetings/processes where everyone is too nice or polite to give candid feedback.
And IME the useless meeting problem is pretty common when you have an ineffective manager who likes to “hold court” with as many cross team stakeholders as possible. You probably aren’t close enough to candidly tell them the meeting structure needs to change or just to cancel the recurring meeting, you need to be on their good terms because you work with them relatively often and ask favors of each other, the worst your or their team is doing the more you need the meeting as evidence of crossteam collaboration…
At any company you’re going to end up with this problem, maybe at a startup its easier to communicate frankly and weed out the type of person who would do this, but I think it’s still quite possible for an otherwise good employee to make the mistake of creating inefficient meetings/processes where everyone is too nice or polite to give candid feedback.