Surrounding yourself with a room full of yes-men is not a recipe for success—at least not in the view of AT&T CEO John Stankey. Rather, he wants employees arriving at meetings ready to contribute ideas and perspectives, not merely to sit back and listen.

"I love discourse," Stankey said during a recent joint interview with JPMorgan Chase CEO Jamie Dimon hosted by LinkedIn. The telecommunications executive noted that one of the principles embedded in AT&T's cultural documents is that no one should walk into a meeting without having done the homework.

"Don't walk in there and just be an observer," Stankey said. "When you have a point of view, it shouldn't just be some uninformed opinion. It should be a point of view that's built on facts, information, and data. I crave that."

If employees are unwilling to speak up—or lack a constructive point to make—Stankey suggested the right people may not be in the room. That stance places him among a broader cohort of executives who have pushed back on bloated, passive meeting culture in recent years, as companies reassess how much of employees' time is consumed by gatherings that produce little.

Dimon has likewise stressed the importance of ensuring meetings are both necessary and productive. Leaders, he said, should foster an environment in which employees feel free to disagree or raise uncomfortable topics in meetings—even if that means putting the proverbial "dead cat on the table."

"I am never upset when someone says I'm wrong about something," Dimon added. "I just want to do the best I can for our clients, our country, our company."

That leadership approach has produced divergent results for the two companies' shares. JPMorgan's stock has gained more than 17% over the past year, while AT&T's has dropped roughly 12%.

Stankey and Dimon are rethinking meeting prep—but Dimon has always had etiquette on his mind

The two Fortune 500 CEOs also discussed how they prepare for meetings in the age of AI. Both have long championed pre-reading materials in advance of gatherings, but Stankey and Dimon indicated that habit may be evolving. Their comments add to a growing conversation among business leaders about how generative AI tools are changing everyday knowledge work, including how executives absorb information before making decisions.

"I'm starting to wonder if reading is the best way to go," Stankey said. "As I've gotten more into the dialog dynamic with AI, I can consume, I think, faster now in a directed conversation."

"I do that same thing," Dimon added. "I use Gemini or Google, and deep dive to get information very quickly. I try to do all my previews before I go to meetings."

The underlying principle, however, remains unchanged: Dimon has long maintained that arriving prepared is essential.

"When I go to a meeting, I've done the pre-reads, and you get 100% of my attention," he said at Fortune's Most Powerful Women conference last year. Beyond that, Dimon believes meetings should be eliminated altogether when they fail to make productive use of employees' time.

Dimon has considered proper meeting etiquette throughout his career. In an early Fortune profile—written when Dimon was a 28-year-old Harvard MBA serving as an assistant to American Express president Sanford "Sandy" Weill—he believed his best role was often to stay out of the way and absorb everything around him.

"My first goal was to learn something and not say anything until I could add some value," Dimon said at the time.

That mantra, however, might not fly in Stankey's conference room. A young Dimon could well find himself cold-called—and expected to voice a point of view.

This story was originally featured on Fortune.com.