Running Effective Meetings

By: Rainer Martens & Robin S. Vealey

Originally Published in: Successful Coaching

Provided by: Human Kinetics

Let's face it, everyone would prefer fewer meetings, but they are necessary at times, and you need to be thoughtful about making them efficient and effective. Let's first identify what we don't want to happen in a meeting:

The meeting occurs just because it was scheduled. The leader (you in this case) or the loudest, most extroverted, most senior people do all the talking. It starts late, and goes long. Groupthink occurs, where people don't feel free or safe to disagree or share alternative ideas. The conversation goes off-topic, and people are inattentive and on their phones. No tangible outcomes or action plans are identified. Thus, another meeting is scheduled.

Okay... let's rewind and identify some ways to run a more effective meeting:

1. Determine whether you really need a meeting. Don't just meet because it's been scheduled at the same time each week. Also, don't meet if the only purpose is to share information. You can do that via email.
2. Provide an agenda before the meeting. That allows attendees to prepare for the meeting. It provides structure, and it avoids surprises. Describe what you'll be doing in actionable, results-oriented terms.
3. Start and end on time. This sets the tone for your commitment to time management. It also demonstrates to your colleagues that you respect their time.
4. Request focus and engagement. If someone is necessarily busy on their phone or laptop, suggest they go somewhere else to multitask, and they can read about the meeting results later (Goff-Dupont, 2021).
5. Invite divergent thinking. Attendees need to know it's safe to voice opinions, even if they're not adopted. Explicitly explain this. Ask questions like, "Is there another way we should think about this?" or "Can you talk more about that?" And when you ask questions, such as "What are your thoughts?" be comfortable with even 60 seconds of silence as people consider ideas, collect their thoughts, and are ready to explain them.
6. Slow things down and proactively remind attendees of process when conflict erupts. Interrupt chaotic conflict by gaining attention (you may need to raise your voice) but then slowing your pace of speech (Grenny, 2017). You can say something like, "Hey folks, let me take a moment to point out what I'm noticing here. We've talked about this for about 15 minutes, but it seems we're upset about the problem as opposed to brainstorming possible solutions. I understand, but do you feel we can now move forward to talking about ways we can respond to this problem? Does that make sense, and will that work for us?"
7. Create visuals to capture ideas. Always have a whiteboard handy to jot down key points or illustrate connections and ideas. Have a separate whiteboard to the side of the room that becomes the "parking lot." When people start off-topic, but feel their comments are important and should be discussed, write these topics on the "parking lot" board. This calms down the person who wanted to be heard and keeps the meeting on task with the main topic at hand. These issues or topics can be included in a future meeting (if you need it!).
8. Always end with concrete, shareable results and action steps that will happen next. These are the validating outcomes of everyone's participation, be definitive and positive in saying what's next.
9. Adjourn the meeting with a sincere smile, upbeat attitude, and thank people for contributing their valuable time and energy. And mean it!

Don't forget that managing relationships also involves your skills in coordinating meetings between different groups of people. Show your colleagues that you value their time and thoughts by directing meetings that are truly needed and result in useful outcomes.