CASE STUDY: ENGAGING STAKEHOLDERS IN MEETINGS – WHEN THEY DON’T SHOW UP OR CONTRIBUTE
Introduction
Over the past three decades, I have led and supported a wide range of projects, process improvements, and organizational transformations. My case studies blend insights from real-world experiences, drawn from multiple organizations, anonymized, and generalized to extract broader lessons. Some aspects may resonate with your organization, while others may not, but the core themes reflect recurring challenges in leadership, collaboration, and stakeholder engagement.
One of the most persistent issues in any project or organizational initiative is ensuring that meetings are productive and that the right people are engaged. A common frustration is when key individuals fail to attend or, when present, contribute little of value. Understanding why this happens and how to address it can make a significant difference in the success of any initiative.
WHY DO PEOPLE NOT SHOW UP OR ENGAGE?
Several factors determine whether people attend and actively participate in meetings. These can be categorized into three main areas: role clarity, personal motivation, and meeting effectiveness.
1. Understanding Stakeholder Roles (RACI Framework)
A key factor in engagement is the role an individual plays in the decision-making and execution process. The RACI model (Responsible, Accountable, Consulted, Informed) provides a useful framework:
Responsible: Those who are actively working on the task. They have a direct role in execution and decision-making.
Accountable: The person ultimately answerable for the outcome. Their presence in meetings is often critical.
Consulted: Those whose input is valuable but who do not have execution responsibility. If their expertise is needed, they should be engaged at the right moments.
Informed: People who need updates but do not need to participate in the meeting itself. If they are not attending, consider whether they need to be there at all.
If someone is consistently absent or disengaged, it is worth revisiting their role. Are they incorrectly classified? Have they been invited unnecessarily? Does their presence add value to the discussion, or are they being asked to attend out of habit?
2. Motivation and “Skin in the Game”
People are more likely to engage when they have a stake in the outcome. Some key factors influencing motivation include:
Direct impact on their role – If the meeting does not affect their work, they may deprioritize it.
Incentives and consequences – If attendance is not tied to performance, accountability, or outcomes, it may be seen as optional.
Respect for their time – If previous meetings have been unproductive, overly long, or lacking clear outcomes, attendees may disengage or avoid them altogether.
A lack of attendance can sometimes indicate resistance to the change being discussed. If key stakeholders are not engaging, it may be necessary to address underlying concerns rather than simply mandating participation.
3. The Meeting’s Necessity and Value
Not all meetings need to happen. Before scheduling a meeting, consider:
Is a meeting the best format? Some decisions or updates can be handled more effectively via email, shared documents, or asynchronous collaboration tools.
Are the right people included? Avoid bloating the invite list with people who do not need to be there.
Is there a clear agenda and purpose? Meetings without a defined outcome are more likely to be avoided.
If key individuals are consistently absent, this may signal that the meeting itself is not seen as valuable. Gathering feedback on meeting structure and purpose can help improve participation.
HOW TO FIX IT: STRATEGIES FOR BETTER ENGAGEMENT
If people are not attending or contributing, here are practical steps to address the issue:
1. Clarify Expectations and Accountability
Make it clear why someone is needed and what their role is in the meeting.
If accountability is an issue, escalate the importance of participation to leadership.
Follow up individually with key stakeholders who miss meetings, reinforcing the importance of their input.
2. Improve Meeting Quality
Set a clear agenda – Circulate a concise agenda beforehand to ensure attendees understand the purpose.
Timebox discussions – Keep meetings short and focused to respect attendees’ time.
Use facilitation techniques – Encourage participation through structured discussion formats like round-robin input, breakout discussions, or decision matrices.
Summarize and assign action points – Ensure meetings lead to tangible next steps.
3. Consider Alternative Formats
Asynchronous updates – If information-sharing is the primary purpose, consider shared documents or video briefings instead of live meetings.
One-on-one check-ins – If specific stakeholders are disengaged, a direct conversation may be more effective.
Smaller, focused working groups – Large meetings often lead to passive participation; breaking discussions into smaller, action-oriented teams can increase engagement.
4. Address Underlying Resistance
If disengagement stems from a lack of buy-in, take time to understand concerns.
Identify whether non-attendance is a sign of opposition to a proposed change.
Use change management techniques such as stakeholder mapping and targeted communication to address resistance proactively.
TOP TIPS & BEST PRACTICES
1. Use the RACI model – Ensure people are in meetings only if they have a defined role.
2. Respect time – Keep meetings short, structured, and purposeful.
3. Consider alternative communication – Not all discussions need to happen in a meeting.
4. Follow up with missing stakeholders – Understand why they are not attending and address concerns.
5. Use facilitation techniques – Actively engage participants rather than relying on passive attendance.
6. Test different formats – Sometimes, shifting from large group meetings to smaller working sessions increases participation.
7. Make attendance matter – Connect participation to accountability and decision-making outcomes.
8. Address underlying resistance – Non-attendance can signal deeper concerns about the project or decision.
By implementing these strategies, organizations can create meetings that are more engaging, productive, and valuable—ensuring that key stakeholders are present and contributing meaningfully.