5 tips for running an effective meeting

Meetings are an essential part of business, and can be viewed as a positive tool for interaction by some and a waste of time for others. 

If you find yourself in a position where you are regularly having meetings – and they tend to fall just short of expectations – you’re not alone.

Research shows that only 50% of meeting time is effective, a concerning statistic when some industry professionals can spend over half of their working week locked in meetings.

With daily disruptions and endless discussions on the calendar, it does boil down to value and efficiency. You want to run meetings that deliver real outcomes for the benefit of yourself and your organisation.

It’s not an impossible task. These tips will have you running effective meetings in no time.

Tip 1: Ask yourself whether it has to be a meeting

When does a discussion require a meeting? Not every conversation or brainstorming session needs to pull an entire team away from their roles, just to be locked up in a room for an hour.

Before sending out your next calendar invite, ask yourself whether the meeting is necessary. If you simplify it, there are three key reasons to have a meeting, and they are when:

• Important decisions need to be made, such as project planning or problem-solving
• You want to share and receive ideas from different departments
• New information needs to be shared as a group, such as changes to the organisation

It may be possible to achieve the same outcomes via email, over the phone, or in a one-on-one conversation. 

But make sure not to put important and sensitive information in an email when it should be an in-person meeting or conversation.

Tip 2: Choose the most suitable attendees – Forbes ‘Rule of 7’

If a meeting is essential, maximise its value by only inviting suitable attendees. 

While it is not a hard and fast rule as some situations require a larger group, Forbes recommends implementing the ‘Rule of 7’, by never inviting more than seven people to a meeting. 

Seven attendees will limit any conversation from dragging on, allows ample time for everyone to provide input, and have a decisive vote if any decisions need to be made.

Greater efficiency can often be achieved by breaking up a meeting into sections where attendees only have to be present for a certain amount of time. This type of planning will be essential for your meeting agenda.

Tip 3: Use an agenda to maintain the structure

A meeting without purpose can lead to frustration among the attendees. A clear agenda ensures that everyone knows what to expect, is prepared, and remains focused. 

Your agenda should include:

• The date, time and length of the meeting
• Who will be presenting and who needs to be present
• An outline of the topics/goals
• A review of the last meetings outcomes and actionable items
• Any relevant documents to be shared beforehand
• Timeframes for each topic discussion
• Time for a concluding discussion

The agenda can be sent out a week in advance to act as a meeting reminder and quick point of reference. 

If new information has to be presented, circulate a brief beforehand as part of your agenda. Attendees will be on top of key points and the meeting itself can focus on discussions and feedback, rather than a presentation.

Tip 4: Keep it timely and engaging

When you set a timeframe for a meeting, stick to it. A punctual and engaging meeting is crucial for success.

The ideal length of a meeting can vary depending on the topics required. A weekly catch-up could be completed effectively within 30 minutes, while an organisation-wide quarterly or annual meeting will certainly take between 1-2 hours.

Appointing a meeting chair will keep it timely, organised, and engaging. They can keep track of set timeframes on the agenda, and if a discussion begins to drag on, redirect the conversation to prevent fatigue. 

You want to move around the room in a concise manner to ensure different attendees’ voices are heard. Having one person speak for too long can lead to zoning out, particularly if the topic of conversation is not relevant. 

That’s why open discussions are an essential part of any meeting, even if brief. Ask for feedback from the quieter voices and embrace any creative outbursts.  

Additionally, if it is going to be a longer meeting, set aside time for short breaks. This allows people to take all the information in and reset for the next section of the meeting.

Tip 5: Finish with clear objectives

When everyone leaves the meeting, they should know what their next task is.

The best way to achieve this is with a five-minute meeting summary, where the chair can whip around to finalise outstanding actions, task ownership, and future timelines. Actionable outcomes and clear objectives are essential for every participant in a meeting.

After the meeting, the relevant information should be emailed to all the attendees for maximum clarity, providing a reference point in writing. Meeting notes should also be shared with relevant people who could not attend, or better yet, record the meeting and share the audio or video. 

Easy accessibility to information means people can review notes and conversations in a way that best suits them. If any side discussions were tabled, it’s also easy to pick up the conversation and keep the ball rolling.

How to tell if your meeting was effective

A successful, effective meeting is one that is highly organised, flows well, and delivers clear outcomes. 

Each attendee should have their voice heard and be on the same page prior to leaving the meeting to make sure they are working towards common goals. 

If you do have any doubts about the value of the meeting, seek feedback from the attendees. Ask if:

• Everyone felt as though they could contribute equally
• The agenda was clear to follow
• Was the length of time appropriate?
• Were the right people invited?
• The decisions made were a valuable outcome of the meeting

Positive or negative feedback will help you craft the most effective meeting over time. You want to ensure you are making the most of everyone’s time to achieve your organisation’s goals.