Why Airbnb CEO Brian Chesky Avoids One-on-One Meetings
In today’s fast-paced business environment, where efficiency and collaboration are critical, leaders are rethinking how to communicate effectively with their teams. Brian Chesky, co-founder and CEO of Airbnb, has adopted an unconventional approach by largely eliminating recurring one-on-one meetings from his schedule. His reasoning is simple yet profound: these private discussions, while intended for productivity, often devolve into inefficient, repetitive, and insular sessions that do not benefit the broader team.
Chesky’s approach has garnered significant attention, not just for its practicality but for what it reveals about leadership in a modern, global organization. By prioritizing transparency and group collaboration, Chesky is redefining what it means to lead in the 21st century.
The Problem with One-on-One Meetings
In a recent interview with Fortune, Chesky explained why he views the traditional one-on-one meeting model as inherently flawed. “It’s a recurring one-hour one-on-one meeting where the employee owns the agenda. And what happens is that they often don’t talk about the things you want to talk about, and you become like their therapist,” he said.
For Chesky, the real issue lies in how these meetings isolate critical conversations. Important topics brought up during one-on-one meetings often remain confined to just the two participants. This limits opportunities for collective problem-solving, brainstorming, or shared learning among team members.
Instead of scheduling one-on-ones, Chesky prefers quick phone calls or text messages for brief status updates. He reserves one-on-one meetings for when an employee has a private concern that cannot be addressed in a group setting.
However, Chesky cautions that if employees frequently bring up workplace complaints privately, it could signal deeper issues within the organization. “If they don’t feel safe sharing openly, that’s an ominous sign of a larger cultural problem,” he noted.
The Power of Group Meetings
Chesky advocates for collaborative group meetings where multiple perspectives can converge. He believes these are more productive than one-on-one discussions, but only if managed effectively.
“Meetings should have as few people as necessary, not as many as possible,” Chesky explained. While inclusion is important, overloading a meeting with unnecessary participants often leads to inefficiency. Spectators dominate the room, while only a few voices drive the conversation.
To combat this, Chesky stresses the importance of:
- Agendas: Every meeting must have a clear purpose and topics for discussion.
- Preparedness: Attendees should come equipped with information and ideas.
- Defined Roles: Each participant must contribute to the meeting, whether by providing insights or making decisions.
- Clear Decision-Making: A designated decision-maker must ensure the meeting achieves actionable outcomes.
“Without a sense of urgency or accountability, meetings can become endless debates,” Chesky warned. His goal is to foster productive discussions that lead to tangible results.
Documenting Meetings for Transparency
For recurring smaller meetings, Airbnb employs a postmortem process. After each meeting, a summary of the discussion and any decisions made is documented and shared with the broader team. This ensures transparency and allows employees who were not in attendance to weigh in or raise concerns.
This practice not only creates a more inclusive environment but also ensures that critical information is not siloed within individual teams or meetings.
A Broader Shift Among CEOs
Chesky is not alone in rethinking how CEOs engage with their teams. Jensen Huang, CEO of Nvidia, has also moved away from one-on-one meetings. At a Stanford University event, Huang explained that he avoids private meetings because he wants information to flow freely within his organization.
“They never hear me say something to them that is only for them to know,” Huang said. “Our company was designed for agility, for information to flow as quickly as possible.”
Huang, like Chesky, makes exceptions for private meetings when employees face urgent or personal concerns. However, both leaders prioritize group discussions to foster a culture of transparency and collaboration.
Balancing Efficiency and Employee Connection
While Chesky’s approach highlights the inefficiency of one-on-one meetings, critics argue that these private sessions play an essential role in building trust and understanding between leaders and their teams. One-on-ones can provide employees with a safe space to share concerns, discuss personal goals, and receive tailored guidance.
Chesky addresses this concern by maintaining flexibility. He emphasizes that one-on-one meetings should not be eliminated entirely but reserved for specific situations where privacy is necessary.
His focus remains on creating an environment where employees feel empowered to share openly in group settings, fostering collective problem-solving and minimizing the need for isolated discussions.
Key Takeaways for Leaders
Chesky’s philosophy offers valuable lessons for leaders across industries:
- Limit One-on-One Meetings: Reserve them for private or sensitive matters.
- Foster Transparency: Document and share meeting outcomes with the broader team.
- Streamline Group Meetings: Keep meetings small, focused, and action-oriented.
- Prioritize Decision-Making: Designate a leader to ensure meetings result in clear decisions.
As the modern workplace evolves, leaders must adapt their communication styles to balance efficiency with employee engagement. Chesky’s approach demonstrates how rethinking traditional practices can lead to a more agile, collaborative, and transparent organization.
Related: Companies with Co-CEOs: Bold Leadership or Risky Gamble?
The Future of Meetings in Leadership
Chesky’s strategies are emblematic of a broader shift in leadership styles. As organizations grow more dynamic and global, the need for streamlined communication becomes increasingly important. Leaders like Chesky and Huang are setting new standards for how companies can balance efficiency with inclusivity, transparency, and agility.
While his aversion to one-on-one meetings may not resonate with every organization, Chesky’s emphasis on clarity, collaboration, and accountability offers a blueprint for navigating the complexities of the modern workplace.
By prioritizing meaningful discussions and actionable outcomes, Airbnb’s CEO is not just avoiding bad meetings—he’s redefining what effective leadership looks like in a fast-changing world.
