How to Run a Productive Meeting

Most people have sat through a meeting that lasted an hour and produced nothing. The problem is rarely the people. It is usually the lack of a clear structure. The following guidelines can help you run meetings that people are actually glad to attend.

Most people have sat through a meeting that lasted an hour and produced nothing. The problem is rarely the people. It is usually the lack of a clear structure. The following guidelines can help you run meetings that people are actually glad to attend.

Decide whether you need a meeting at all. Before sending invitations, ask yourself whether the matter could be solved with a short message or a phone call. A meeting is the right choice when you need discussion, a decision or a creative exchange of ideas. If you only want to share information, write it down instead.

Decide whether you need a meeting at all. Before sending invitations, ask yourself whether the matter could be solved with a short message or a phone call. A meeting is the right choice when you need discussion, a decision or a creative exchange of ideas. If you only want to share information, write it down instead.

Invite only the people who are necessary. Each additional participant increases the cost of the meeting and decreases the chance that everyone will speak. As a rule, a group of five to seven people works well. If someone is only interested in the result, send them a short summary afterwards.

Invite only the people who are necessary. Each additional participant increases the cost of the meeting and decreases the chance that everyone will speak. As a rule, a group of five to seven people works well. If someone is only interested in the result, send them a short summary afterwards.

Prepare an agenda and share it in advance. A good agenda lists the topics, the time for each and the outcome you expect, for example, ‘decide the date of the launch’. Sending it a day earlier allows participants to prepare, which saves a surprising amount of time. Put the most important item first, because attention fades quickly.

Prepare an agenda and share it in advance. A good agenda lists the topics, the time for each and the outcome you expect, for example, ‘decide the date of the launch’. Sending it a day earlier allows participants to prepare, which saves a surprising amount of time. Put the most important item first, because attention fades quickly.

Start and finish on time. If you wait for latecomers, you teach people that being late is acceptable. Thirty minutes is usually enough, and even a complicated subject can often be divided into two short sessions. When the time is nearly over, stop the discussion politely and summarise what has been agreed.

Start and finish on time. If you wait for latecomers, you teach people that being late is acceptable. Thirty minutes is usually enough, and even a complicated subject can often be divided into two short sessions. When the time is nearly over, stop the discussion politely and summarise what has been agreed.

Manage the conversation. Some people talk too much, while others never say a word. As the leader, you can ask quieter colleagues for their opinion and thank the active ones for their contribution before moving on. If a topic goes off course, write it on a separate list and return to it later.

Manage the conversation. Some people talk too much, while others never say a word. As the leader, you can ask quieter colleagues for their opinion and thank the active ones for their contribution before moving on. If a topic goes off course, write it on a separate list and return to it later.

Finish with clear actions. Before everyone leaves, state who will do what and by when. Then send a brief written note within a few hours. Without this step, even the best discussion tends to be forgotten within a week.

Finish with clear actions. Before everyone leaves, state who will do what and by when. Then send a brief written note within a few hours. Without this step, even the best discussion tends to be forgotten within a week.

Finally, ask for feedback now and then. A single question, such as ‘What could we improve next time?‘, helps your meetings get better and shows that you value your colleagues’ time.

Finally, ask for feedback now and then. A single question, such as ‘What could we improve next time?’, helps your meetings get better and shows that you value your colleagues’ time.