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I 5X’d an engineer’s output by doing something every management book tells you not to do:

I dramatically increased the number of meetings.

At Amazon, I learned a management principle I call “communication velocity.”

When an important project is moving too or KPIs are being missed, temporarily increase the frequency of communication until you remove the bottleneck and achieve the desired result.

Amazon applies this principle every time a team is missing a desired goal. 

If performance fell behind, we were held back for additional reviews.

Twelve-hour days became fourteen-hour days. The added meetings created more pressure, more discomfort and a very clear incentive to fix the problem.

The execution was painful (and annoying AF)…

But the underlying principle worked.

Recently, one of my engineers was not shipping fast enough. 

So we changed the communication cadence.

Instead of meeting one to three times per week, we started meeting every day.

I asked him to text me:

The result?

His output increased by 5X.

Not because he suddenly became a better engineer.

Not because he started working five times as many hours.

Because problems that previously remained hidden for days were identified and solved within hours.

Priorities became clearer. 

Decisions happened faster. 

Accountability increased. 

Most companies don’t even consider diffferent meeting structures to change outputs. 

Communication cadence should change based on the needs of the project.

When the team is performing well, reduce the meetings and give people room to operate.

When an important outcome is falling behind, temporarily increase communication velocity until the project is back on track.

Meetings don’t automatically improve performance.

But the right meetings, at the right frequency, for the right period of time can dramatically increase it.

The goal isn’t to micromanage people.

It’s to compress the time between a problem appearing and the team solving it.

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