Research shows that leaders consistently rate their own meetings very favorably—and much more positively than attendees do. When managers assume that their meetings are going well, they are less apt to solicit feedback and seek opportunities to improve. As a result, frustrations that attendees commonly cite (such as irrelevant agenda items, overly long duration, lack of focus) persist, leaving people disgruntled and disengaged. This article helps managers learn to diagnose their meeting problems, better prepare for and facilitate the gatherings they lead, and seek feedback to further hone their skills.