Better Meetings

One of the real privileges of my role is the chance to work with bright people across a variety of organisations, all striving for change, progress, and meaningful improvement. However, an observation I make is that despite smarts and positive intention, meetings could invariably be managed better.

While meetings are essential, they often fall short of their potential. Here’s what I’ve noticed:

• There are lots of meetings

• Leaders wish they had fewer of them

• Many meetings lack the clear communication they need to be effective

• The basics of a good meeting are simple but frequently forgotten

• Meetings are a key way to drive value through your organisation

• They often generate more work, and managing this tension is a constant balancing act

• Some meetings need to be about connection, and named as such

• Some meetings need to be about dialogue, and named as such

• When done well, meetings accelerate results

So, how do you make your meetings count? Here’s some practical considerations.

Is the purpose of the meeting clear and defined?

If the reason for the meeting isn’t crystal clear, don’t have it. Whether it’s about decisions, brainstorming, or status updates, the purpose should be named upfront. Everyone involved needs to know why they’re there. 

Do you really need to attend this meeting?

Leaders are busy. One way to free up your time and empower others is by asking if your presence is necessary. Can someone else from your team represent you? Delegating can both reduce your load and develop your team’s skills.

Consider standing meetings

Sometimes just a simple change in format can shift the energy. Could this be a quick stand-up rather than a sit-down? Standing meetings tend to be shorter and more efficient because they imply a sense of momentum and urgency.

If you're the one hosting, here's a checklist to make sure your meeting delivers value:

• Name the purpose - Why are we here? Make it explicit.

• Share the agenda - People like to know what’s coming. It sets expectations and keeps things on track.

• Stay focused - Manage interruptions and tangents. If something off-topic comes up but seems important, add it to the end of the agenda or schedule a separate conversation.

• Action points - Don’t leave the room without agreeing on what’s next. What needs to happen and by when?

• Assign responsibilities - Be clear on who’s doing what. Ambiguity leads to inaction.

• Set timelines - Agree on when the tasks will be completed and when to follow up.

• Respect time - Start and end when you say you will. If something hasn’t been covered, it can roll to the next meeting.

Not all meetings are about ticking boxes or driving action points. Sometimes, it’s about being together as a team exploring challenges, building relationships, and deepening your culture. If that’s the case, name it as such. Don’t try to force productivity into spaces where the real value lies in connection.

Equally, sometimes the value of a meeting isn’t in the decisions made or the actions assigned, but in the dialogue itself. In a world that often prioritises efficiency and outcomes, you can easily overlook the importance of just talking, listening, and exchanging ideas.

Dialogue isn’t just about sharing updates or brainstorming solutions. It’s about fostering understanding, uncovering insights, and building trust. When you give your team the space to speak openly, you create an environment where real thinking happens. And sometimes, that’s more valuable than any action point or timeline you could create.

Ideas need room to breath

Not every idea is fully formed when it’s first presented. By encouraging open dialogue, you give space for ideas to evolve and grow. Sometimes, the most innovative solutions come from conversations where people feel free to explore without immediate pressure for resolution.

People need to feel heard

One of the most powerful outcomes of dialogue is that it makes people feel valued. When your team members feel heard, they’re more likely to contribute their best thinking. In these moments, they aren’t just employees, they’re collaborators helping to move the organisation forward.

Trust is built in the moments of dialogue

Trust doesn’t come from directives; it comes from shared experiences and conversations where people can be open, candid, and vulnerable. These moments of dialogue allow for the development of mutual respect, where leaders and team members see each other as equals, contributing to a shared goal.

We live in a results-driven world, but not every meeting has to be about getting things done. Sometimes the best use of time is allowing your team to connect, to explore ideas without the pressure of immediate results. When the focus shifts from “what did we accomplish” to “what did we learn,” you unlock a deeper level of engagement and insight.

Dialogue fosters connection, creativity, and deeper problem-solving. It can illuminate challenges that might not have been visible before, or reveal strengths within your team that you hadn’t fully tapped into. And sometimes, it’s these intangible benefits that drive long-term success.

Better meetings boil down to naming their purpose and intention, and managing them in  alignment with your named focus. They can be operational with a clear eye on productivity. Equally, they can be about dialogue and connection.