There are two similar questions about too many meetings/meeting overload. My question has a third component which distinguishes it from those questions. I have a manager who calls for anywhere from multiple meetings per day to multiple meetings per week and they don't have a mission statement or agenda, and nothing really gets accomplished.
It appears as though he is "at the end of his career" and he feels that he can justify his work as a manager by attending as many meetings as possible. The issue is that I am in a technical software field where I need to work with code, consult with software engineers, and these tasks are very time consuming. Other managers, including the CTO himself and vice presidents, frequently butt heads with my manager, decline his meetings, tell him that he's wasting their time and walk out, and sometimes even get a bit heated about it... Additionally, other members of my team who work for him share the sentiment about the meetings but nobody knows what to do because he often makes disparaging and sarcastic ego-driven remarks about those who don't show up to his meetings or leave early. This makes him seem unapproachable to bring this problem up to.
Some examples of these meetings include scheduling meetings with software vendors for 1 hour in length to discuss software with no purpose and no need and without my or any other team members request to do so - there would be absolutely no intention to purchase the software. This also has the bad side effect of now I have vendor salesmen with my email thinking we're interested in their product, pestering me. Creating meetings with software engineers, pulling them away from their tight deadlines, to just "get their feedback" on a subject that they are not familiar with, don't care about, and have no interest in giving insight into, having a weekly meeting with two separate teams that report to him but have no reason to work together and have little in common, so one half of the room falls asleep for the first half of the meeting, then the other falls asleep for the second, offering lunches to other teams to just discuss random software topics to "get them engaged," and more.
Every time I attend a meeting with any other team, they have a clear goal, objective, agenda, and they reduce the time to the smallest possible time needed to get action items. In the meetings my manager makes, there are never any action items at all. In fact, when we bring up the topic of action items, he says "we're just discussing." When we bring up wanting to take any action, he acts surprised and says we're thinking too far ahead.
Basically, he seems to harbor a culture of doing nothing other than finding reasons to make more meetings. He's been in the industry for several decades as a manager.
However, my team has a lot of "internal customers" and those customers need real work to be done. So I am constantly battling having to stop what I'm doing to spend hours in these types of meetings while still having the pressure to perform for my internal customers.
I really don't know what else to do than to continue to try and fight off as many useless meetings per week as possible. But it becomes tiring. Do you have any suggested course of action to resolve this issue for good? Would you say that this is a severe issue that should cause me to take some serious action such as considering leaving the team or employer?