As a leader, you're likely all too familiar with the frustration of rubbish meetings. We've all been there - staring at our packed calendars, dreading that upcoming session that will inevitably drag on, accomplish nothing of significance, and leave us with a longer to-do list than when we started.
Common meeting pitfalls include:
Meetings that run over, meaning your actual work spills over out of hours
Unfocused discussions that go round in circles
Meetings that should have been an email (even though you already get too many emails)
Packed agendas with unrealistic expectations
The wrong people in the room; key decision-makers are absent, or too many people with an opinion but no accountability
These things aren't just minor annoyances. As a leader, your ability to dodge these pitfalls and run effective meetings is a big deal. It impacts your team's productivity, your organisation's decision-making processes, and ultimately, your reputation as a leader.
The good news is you don’t have to be that great at running meetings to avoid the biggest pitfalls. And once you have the basics down, running great meetings is a skill you can learn and perfect. Whether you're looking to improve your own meeting leadership or you need to get others on board with the fundamentals, this guide will provide you with practical approaches to adopt.
This blog is adapted from the podcast episode How Not to Have Sh*t Meetings on the Career & Leadership Real Talk podcast, so if you prefer to listen just head this way
The POP Framework for Meeting Success
One of the simplest but most effective ways to transform your meetings is by using the POP framework. POP stands for Purpose, Outcomes, and Process. This straightforward approach can help you clarify why you're meeting, what you need to achieve, and how you'll go about it.
Purpose: Why are we having this meeting?
Before scheduling any meeting, ask yourself: "Why do we need to gather?" If you can't articulate a clear purpose, you probably either don't need a meeting or aren’t clear enough to move on with it yet.. Some valid purposes might include:
Making a specific decision
Solving a particular problem
Providing essential updates that require discussion
I’m something of a fan girl of the organisational psychologist Adam Grant who summarises it this way: “there are four reasons to convene a meeting: to decide, learn, bond, or do.” If your meeting doesn’t fit within one of those overarching purposes, his advice is to cancel it
Outcomes: What specific results do we need?
Once you've established a clear purpose, define the specific outcomes you need from the meeting. These are the tangible results you want to walk away with. Things like::
- A decision on the new project budget
- Three potential solutions to the customer service bottleneck
- Agreement on next steps for the product launch
Be as specific as possible. If you can’t ask yourself the question at the end ‘did we achieve the outcome we wanted or not?’ then you’re being too vague, Things like "discuss the project" are not outcomes.
One meeting might have multiple outcomes for different agenda points, so break it down if you need to.
Process: How will we structure the meeting?
Note that this comes AFTER the outcomes and purpose. Too often, meetings are in diaries on repeat and agenda points are collated based on an existing format, group of individuals and specified time limits
Designing it the opposite way around means you might want or need something quite different to shoehorning your meeting into a pre-existing format. Things to consider:
- Who needs to be in the room to achieve these outcomes?
- What information do attendees need beforehand?
- How much time do we realistically need?
- What's the most effective format (presentation, discussion, workshop)?
By applying the POP framework to every meeting you plan or attend, you'll dramatically increase the chances of having productive, focused sessions that respect everyone's time and actually move things forward.
Key Elements of Effective Meetings
Building on the overall framework, there are several specific elements that can make your meetings more effective. They may sound simple but far too many meetings miss one (or many!) of these points:
Clear Expectations and Agenda
Before the meeting, ensure all attendees understand:
The purpose of the meeting
The specific outcomes you're aiming for
Their role in the meeting
Any preparation required
When you send a meeting invite, clearly state the purpose and outcomes. Share an agenda in advance, including the topics to be covered and the time allocated for each. Highlight anything that you will be circulating in advance or are requesting others to provide in order to enable proper preparation.
Time Management
Respect everyone's time by:
Starting and ending on time
Sticking to the agenda and time allocations
Ensuring there’s appropriate ‘airtime’ for everyone to feel included (see balanced participation below for more on this)
Parking discussions that are off-topic or require more time than allocated
Considering whether all agenda items need the full group (could some be handled in smaller groups or one-on-one conversations?)
Appropriate Attendees
Ensure you have the right people in the room:
Include decision-makers necessary for the meeting's outcomes and don’t go ahead with a discussion without them present
Limit attendees to those who can contribute to or benefit from the discussion
Consider whether some people only need to attend part of the meeting
Balanced Participation
Encourage balanced participation by:
Actively seeking input from all attendees
Managing those who tend to dominate discussions
Creating space for quieter team members to contribute
Ensuring updates are concise and relevant
Follow-Up and Accountability
End the meeting by:
Summarising decisions and action items
Assigning clear ownership and deadlines for each action
Scheduling follow-ups as necessary
Sending out a summary of key points, decisions, and action items where appropriate
Using Meetings to Enhance Your Leadership Profile as an Attendee
Even when you're not running the meeting, there’s a great opportunity to showcase your leadership skills and enhance your professional reputation. Aim to strike a balance between active listening and thoughtful contribution. Spend more time listening (as opposed to just waiting for an opportunity to talk) and really pay attention to what others are saying.
Demonstrating influence doesn't mean dominating the conversation or competing to get your voice heard. Sometimes you might be the voice of reason, other times you could bring a different perspective that gets people thinking. And championing other people’s ideas or asking insightful questions are also great ways to participate in a meaningful way without needing to be the centre of attention.
Being well prepared is another way to show yourself in a great light. Make sure any updates are tailored to the audience, and come to the meeting having read any pre-circulated materials and with any information at hand that might add to the discussion.
By focusing on these aspects, you can use meetings as a platform to demonstrate your leadership skills, influence others effectively, and build a reputation as someone who adds value and drives results.
Adapting to New Meeting Environments
When you're new to a role, company, or team, it's crucial to quickly understand and adapt to the existing meeting culture. Here are some strategies to help you navigate new meeting environments effectively:
Observe and understand: Take time to observe the communication styles and meeting norms in your new environment. Pay attention to how people interact, the level of formality, and the typical meeting structure.
Ask questions: Don't hesitate to ask about expectations; how are meetings usually run? What kind of contributions are expected from you? What outcomes are expected from different meetings? The beauty of being new is these things don’t come from a place of judgement, but of curiosity and learning. So they tend to be better received.
Start slowly: In your first few meetings, focus more on listening and understanding rather than trying to make a big impact immediately. This allows you to get a feel for the dynamics before actively contributing. Different teams or meetings may have different meeting styles. Be prepared to adjust your own style appropriately
Understand stakeholders: Try to get a sense of the different stakeholders in the meetings and their roles. What are the unwritten rules? How do decisions get made? What priorities can you work out for different stakeholders from what you observe?
Transforming Your Meetings
Effective meetings are a cornerstone of successful leadership. Improving your meeting skills is an ongoing process. Start by focusing on one area in your next meeting, whether it's crafting a clear purpose and outcomes or practising active listening as an attendee.
If you're finding that meetings are still a struggle, or if you want to accelerate your progress in this area, you're not alone. Many leaders face challenges in running effective meetings and maximising their impact in meetings run by others. That's where additional support can make a real difference.
My Lead with Confidence coaching programme is designed to help first time senior leaders overcome the challenges they will naturally face and develop the skills to lead in a way that gets them noticed for all the right reasons. Get in touch to learn more about how the programme can support you.
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