I love the secretary problem. For me the value is in illustrating the idea that there can be a good stopping place even with uncertainty. It's a great antidote to the grass-is-always-greener fallacy that can keep one on the indecision train for far too long.
I don't use any of the math, but my simple version is to look at a reasonable* number of options and then pick whatever next one comes up that is reasonably* high in the distribution.
Not to defend meetings, which are mostly pointless, but there is also a third reason to attend: education. It is often low signal, but you can occasionally learn something about the topic or at least learn the communication norms of your team/company.
I don't use any of the math, but my simple version is to look at a reasonable* number of options and then pick whatever next one comes up that is reasonably* high in the distribution.
*A lot of gut feeling goes into this.