Adam Gufarotti is the assistant director of Lake & Community Operations for the city of Lake Elsinore. He can be reached at agufarotti@Lake-Elsinore.org.

It’s been a few years since COVID-19 forced us to rethink how we work and collaborate. Yet somehow, we’re still stuck in an in-between. Even though offices are full again, most of our meetings still happen on Zoom or Teams.

Don’t get me wrong: Some things needed to change. Zoom calls and digital collaboration help when you’re coordinating with someone across the county or with outside consultants. But for the day-to-day grind of running a city? We’ve lost something. The way we connect, make decisions, and communicate has shifted, and not always for the better.

I’ll admit it. I’m an older Millennial (fine — I’m 41). I grew up watching my dad leave for work every day in a full suit, carrying his tan leather briefcase. There was something about that world — the routines and the face-to-face connection — that stuck with me.

I’ve realized that I don’t hate Teams because I’m anti-tech or stuck in the past. I hate it because I believe in getting things done. And for me, that happens best in person.

One of the most underappreciated casualties of pandemic-era work has been nonverbal communication. You know the look your colleague gives you when they disagree, but don’t want to interrupt? Or the subtle head nod when someone finally lands the point everyone’s been dancing around for 20 minutes? Or even the way someone walks into a room with confidence — or hesitation? That’s communication. 

According to research by Dr. Albert Mehrabian, nonverbal elements make up the majority of workplace communication, particularly when emotions are involved. Only 7% of meaning is derived from actual words.

On a Teams call, much of the nuance of in-person communication is lost. Even with cameras on, subtle cues often fail to translate, leaving interactions flattened and delayed — conditions that increase the risk of miscommunication over collaboration.

Virtual communication also appears to impede creative collaboration. A study published in Nature found that video calls, compared with in-person meetings, reduce the generation of innovative ideas and creative problem-solving, suggesting that virtual interactions carry a cognitive cost that can limit creative output.

Now, some meetings definitely don’t need to be in-person. Quick updates? Sure, do it on Teams. Cross-agency coordination with people in four cities? Absolutely.

But we’ve replaced important, sometimes emotionally charged conversations with lifeless screens. We’ve made it okay to disengage because everyone’s camera is off. And in the process, we’ve turned meetings into something people endure rather than contribute to.

Different people need different things from a meeting

I want to get into the meeting, make a decision, and get out. I am driven by efficiency. I like movement. I like resolution.

One of my colleagues, on the other hand, thrives on collaboration. He loves icebreakers. He wants everyone to feel heard, included, and energized. And guess what? He’s right too.

But Teams doesn’t really work for either of us. For me, it slows everything down. For him, it stifles the connection and trust he needs to build momentum. City work is inherently personal. You’re dealing with people’s homes, their streets, their families, and their safety.

When we don’t show up in person, we miss the emotional tone of a room. We miss hallway conversations that spark new ideas. We miss the energy that comes from rolling up our sleeves and solving problems together.

It’s time to bring back regular in-person meetings. Not because we want to relive 2019, but because we’re trying to build a better 2025. We need meetings where people can read the room. Where they feel seen. Where trust is rebuilt through presence.

But before you start booking up all the conference rooms at city hall, first ask yourself: Does this topic really need a full hour-long meeting? Who actually needs to be there?

As my former supervisor used to say, “Meetings cost money.” Only invite those who need to be in the room. Bring an agenda. Even if it’s not your meeting, have a few points written down that you want to cover. Start your meeting on time, every time. If people show up late, they’ll quickly learn you don’t wait, and they’ll adjust. Respect people’s time. Keep the meeting moving and aim to wrap up 10 minutes before the hour to recap key points and outline next steps. Any longer and it’s a workshop, not a meeting.

And if you know someone is likely to dominate the conversation, call them ahead of time. Let them feel heard so that when you step in to steer the meeting, it doesn’t catch them off guard or turn into a scene.

A meeting is like an orchestra trying to hit a high note — you need everyone playing in sync. But someone has to keep tempo.

The opinions expressed in this article are those of the author and do not necessarily reflect the views or positions of Western City, the League of California Cities, or its members. Are you interested in submitting an op-ed on an issue important to city leaders? Send a short pitch to editor@westerncity.com.