HBR Guide to Making Every Meeting Matter (HBR Guide Series)

by Harvard Business Review

8 Powerful Strategies for Remarkable Conversations,

“Keep the meeting as small as possible. No more than seven people.”

“Ban devices.”

“In fact, studies show that a person who is attempting to multitask takes 50% longer to accomplish a task and makes up to 50% more mistakes.”

“Keep it as short as possible—no longer than an hour.”

“Stand-up meetings are more productive.”

“Make sure everyone participates, and call on those who don’t.”

“Never hold a meeting just to update people.”

“Always set an agenda ahead of time, and be clear about the purpose of the meeting.”

Should I hold a meeting?

Meetings with just two people are actually conversations.

Most meetings involve planning and coordinating the work, not executing it.

Regularly recurring weekly meeting Share updates and review progress-to-date, including major milestones or upcoming activities (ask and answer “What did I do? What will I do?”). Identify questions and concerns related to progress (ask and answer “What are the potential roadblocks?”). Prioritize and resolve issues and address additional questions. Agree on next steps (for example, escalation of issues, clear accountabilities, etc.).

Seek input from team members.

Select topics that are relevant to the entire team.

List agenda topics as questions the team needs to answer.

Note whether the purpose of the topic is to share information, seek input for a decision, or make a decision.

“If possible, I want us to make this decision by consensus. That means that everyone can support and implement the decision given their roles on the team. If we’re not able to reach consensus after an hour of discussion, I reserve the right to make the decision based on the conversation we’ve had. I’ll tell you my decision and my reasoning for making it.” (For more on group decision making, see chapter 12.)

Estimate a realistic amount of time for each topic. This serves two purposes. First, it requires you to do the math: to calculate how much time the team will need for introducing the topic, answering questions, resolving different points of view, generating potential solutions, and agreeing on the action items that follow from discussion and decisions. Leaders typically underestimate the amount of time needed. If there are 10 people in your meeting and you have allocated 10 minutes to decide under what conditions, if any, you will reallocate office space, you have probably underestimated the time. By doing some simple math, you would realize that the team would have to reach a decision immediately after each of the ten members had spoken for a minute. Second, the estimated time enables team members to either adapt their comments to fit within the allotted time frame or to suggest that more time may be needed. The purpose of listing the time is not to stop discussion when the time has elapsed; that simply contributes to poor decision making and frustration. The purpose is to get better at allocating enough time for the team to effectively and efficiently answer relevant questions. Propose a process for addressing each agenda item. A defined process makes it possible to identify the steps the team should take to complete a discussion or make a decision. Agreeing on a process significantly increases meeting effectiveness, yet leaders rarely do it. Unless a team has agreed on ...

End the meeting with a plus delta evaluation. If your team meets regularly, two questions should form a simple continuous improvement process: What did we do well? and What do we want to do differently for the next meeting? Investing 5 or 10 minutes will enable the team to improve performance, working relationships, and team member satisfaction. Here are some questions to consider when identifying what the team has done well and what it wants to do differently. Was the agenda distributed in time for everyone to prepare? How well did team members prepare for ...

How well did everyone stay on topic? Did team members speak up when they thought someone was off topic? How effective was...

Nowhere has this impact been more transformational —and more evident—than in the leadership coaching we do at Bregman Partners. For the past several years, all of our coaching is accomplished in 30-minute sessions. The advantages are obvious: Everyone saves time and money. But here’s what’s less obvious: The coaching isn’t simply as powerful as what we could do in a longer session, it’s vastly more so. When the coach and the client both know they have only 30 minutes, they move into high gear. People show up. Just as with my workouts, clients are far less likely to skip a 30-minute session than they are an hour-long one. Everyone is on time. Every minute counts in a 30-minute conversation, and people know it. The session gets started more quickly, because everyone’s aware that the relationship is built on doing good work, not on making small talk. People are much more likely to come prepared. There’s no time wasted on off-topic items and going-nowhere conversations. Clients know what they want to cover and have put some thought into it beforehand. The time pressure enhances focus and attention. People don’t focus on multiple issues; they tackle the single biggest opportunity or most persistent, intractable obstacle. And they move on it. Coaches are more willing to be courageous, and clients are more willing to be prodded. In a 30-minute session, coaches can’t waste time beating around the bush. They get to the point faster and earlier, interrupt more bravely, and ask more ...

The compressed, focused coaching session hones the skill of getting to the point quickly, focusing on the most essential elements of a situation, and taking action. The downside? I haven’t seen one yet. Try it yourself. Transition some of your hour-long meetings to 30 minutes. As you do, consider these three steps as a way to make the 30 minutes most powerful: Read what you need to beforehand, and tell everyone else to do the same. Think about your questions and concerns. Decide what’s important to you and what you can let go of. Ask yourself the most important question: What outcome do you want? Decide on the one thing that will make the biggest difference, and spend the 30 minutes on that issue, topic, or opportunity. Get started right on time, no matter who isn’t there, and be bold and disciplined at keeping the conversation on track. Let go of anything that is less critical. Make decisions quickly, even if they are imperfect. Getting traction on a single thing is far more useful than touching on many issues without forward momentum on any. Save at least the last five minutes to summarize what you learned, articulate what was valuable, commit to what you’re going to do as a result of the meeting, and clarify how you’ll assess the success of your next steps. The sign of a great meeting isn’t the meeting itself—it’s what happens after that meeting.

Take the time to methodically list each individual and place them into the following categories to make sure you include the right people: The key decision makers for the issues involved Those with information and knowledge about the topics under discussion People who have a commitment to or a stake in the issues Those who need to know about the information in order to do their jobs Anyone who will be required to implement decisions made

Some people use what’s known as the 8–18-1800 rule as a rough guideline: If you have to solve a problem or make a decision, invite no more than 8 people. If you have more participants, you may receive so much conflicting input that it’s difficult to deal with the problem or make the decision at hand. If you want to brainstorm, then you can go as high as 18 people. If the purpose of the meeting is to provide updates, invite however many people need to receive the information. However, if everyone attending the meeting will be providing updates, limit the number of participants to no more than 18. If the purpose of the meeting is for you to rally the troops, go for 1,800—or more!

Take anonymous polls. Ask people to write down questions or concerns on index cards, put them into a bowl, and read them aloud without using names. Better yet, use a polling app or device to query meeting participants and see their answers in real time. Heat map the topic. Put poster-sized charts of the components of an idea or plan on the wall. Ask participants to place yellow dots on the charts where they have a question and red dots where they have a significant concern. Use the dots to guide the conversation. Break up a big group. People are more likely to participate in small group discussions, so divide people into teams with specific instructions to discuss any challenges to the proposal at hand. Appoint a representative from each group to summarize everyone’s thoughts. Ask them to empathize. People are often more willing to speak on others’ behalf than on their own. So when you solicit opinions with a question like “What objections or concerns might your direct reports have?” it can open the floodgates of reaction. That’s because it allows those in the room to externalize criticism. It’s not what they don’t like. It’s what they think their people won’t like.

Establish Ground Rules Setting guidelines at the beginning of a meeting encourages everyone’s participation and keeps the conversation on track. The guidelines don’t have to be rigid or overly formal but should serve as a set of shared expectations for behavior that reflect your time constraints, the size of your group, and your meeting’s intentions and goals. For example, your group may decide to let only one person speak at a time, not allow interruptions, set time limits on contributions, table issues that aren’t easily resolved, limit conversations that stray from the topic at hand, and make sure that everyone is heard from. If you’re meeting with the same group of people on a regular basis, the group can develop these guidelines together. Otherwise, suggest some ground rules at the beginning of your meeting, and get buy-in from the attendees. Specifying ground rules signals to participants that you intend to keep things moving efficiently. Reassert that you’re committed to beginning and ending on time (and then really do it). Ask for everyone’s participation and openness to new ideas. Agree to listen to each other and limit interruptions—and as the leader, enforce that rule. Clarify how decisions will be made. Let the group know right up front if this will be a group-decision meeting, a meeting that calls for participants’ input, or a meeting that shares a decision that has already been made. Explain your policy on multitasking and device use. You may also need to est...

Reach Group Decisions During Meetings Facilitating group decisions in meetings is rarely easy. The following suggestions for choosing the right decision-making method will help ensure that everyone leaves your meetings with clear decisions and next steps for implementing those decisions. You can use three common decision-making methods with groups: group consensus, majority vote, or leader’s choice. Each has its own benefits and challenges. Group Consensus Group consensus does not mean arguing and lobbying until everyone agrees. It means reaching a decision that everyone understands, supports, and is willing to help implement. Advantages: Allows all meeting participants to share their expertise in order to arrive at the best decision. Results in all participants understanding the decision and its implications. Greatly enhances the chance for buy-in from all parties. Disadvantages: Participants may not be familiar with this decision-making process: They may think that they all have to agree to and believe in the final outcome, so it may feel like people are spinning their wheels or heading in the wrong direction. May take more time than other decision-making approaches. May require that you have an alternative decision-making process (for example, leader’s choice) in case consensus cannot be reached within given time constraints. How do you know when you have a genuine consensus? You’ll hear comments such as “Option A isn’t my first choice, but I believe it incorporates eve...

WHEN A SIT-DOWN IS CALLED FOR Sometimes nothing you do in a meeting will help break someone of their problematic behavior. If this is the case, sit down with that person and speak directly with them. Here are tips for approaching the encounter. Ask permission. “May I talk to you about today’s meeting?” Clarify goals. Ask the person what they hope to get out of the meeting. Discuss what you see as the meeting’s core goals. Describe the behavior. “I see you doing X.” This way, you each have a common reference point. Describe the consequences. Explain how the behavior is affecting the group’s performance, and detail the consequences you see it having for the group. Inquire about the root of the behavior. Ask, for example, if the person is upset about a particular issue. Make a specific suggestion or request. “At the next meeting, please try not to dismiss an idea until others have had a chance to finish their thoughts.” Being unambiguous increases the likelihood that they will change their behavior. Agree on next steps. Getting the person to commit to changing their behavior will help them actually do so. Adapted from Harvard Management Communication Letter (product #C0504B), Spring 2005.

Am I the right person to attend? If it’s clear that the meeting is worthwhile, your next question is whether or not you should be there. Are the issues within the purview of your role? Do you have the expertise to contribute to the conversation? Are you under-qualified or overqualified for the level of decision making on the table? If you’re questioning why you were invited, reach out to the meeting organizer before responding: “What are you looking for me to contribute at this meeting?” “Who else will be there from my department?” “Who will I be representing?” Is the meeting a priority for me right now? If you believe the meeting will be valuable and that you would make a contribution to the discussion, consider how it aligns with your goals and work. How central is the meeting topic to your role? Where does the issue fit relative to your other immediate demands? How unique is your contribution, and could your seat be better filled by someone else? If you ask yourself these questions and find that your participation isn’t essential, then it’s appropriate to decline the meeting. Even if you choose not to attend, the following options can help you demonstrate that you’re a good team player and a positive contributor, even if you can’t be in the room.

Often people don’t speak up because they’re afraid of going on the record as wrong, uninformed, or the proponent of a dumb idea. A great way to sidestep this inherent fear is to depersonalize your idea, putting a question to the group. When you think you might have a good idea but aren’t overly confident about it, go ahead and lob in an offhanded caveat, such as: “Have we thought about . . . getting Steve involved in the PR campaign directly?” “Did anyone mention . . . the Brealy report? I seem to recall it covered some of the same topics Andrew has raised here.” “Another option we may want to consider . . . is pushing back the timeline until early October.” “Is it worth revisiting . . . last week’s minutes from the meeting to review the agreed-upon product specifications?”

Here are a few strategies and helpful phrases to use in those awkward or tense moments: Be blunt. “I respectfully disagree with that assessment, Jon.” Or “My experience has actually been quite different. I found the team to be highly engaging.” Be cagey. “I just want to play devil’s advocate here for a moment. What if we were to go with the opposite approach and use direct-mail marketing instead of relying solely on social media efforts?” Be provocative. “I want to throw out a curveball here and challenge our assumption that we have to take the deal.”

Here are some good phrases to use the next time you find yourself lost in a meeting: “I’m not entirely sure I’m following you. Could you please recap what you just mentioned regarding . . . the August delivery?” “I’m sure I’m supposed to know this already, but . . . how many attendees are we expecting at the conference next week?” “I apologize if this is totally obvious to everyone here, but . . . what does CAFE stand for?” “This may be a dumb question, but I’m still not up to speed on why . . . we’re not using rail instead of truck.” It’s best if you speak up in meetings and make your case—whether to push a new idea, correct a misconception, or simply keep yourself up-to-date on what’s really going on. You owe it to yourself and your team to contribute to your fullest potential. It’s far less intimidating than you might think.

Identifying root causes of bad meetings is not always easy. Here are some common examples of barriers that may be making that meeting interminable and unproductive: Lack of preparation. Often, meetings get stuck because not everyone (or no one) has prepared. Whether that meeting-prep document is sent out early or 20 minutes before the meeting starts, people may not stop to read it. Other times, someone conducts the meeting off the cuff or tosses out issues for brainstorming. These approaches waste everybody’s time. Who has the D? Just ask the question, “Who’s responsible for this decision?” Ask that person if they’re comfortable making a decision, right now. The right people aren’t in the room. Save a meeting from droning on by identifying the people who are needed but absent. “We really can’t move forward on this without Jane.” Then cancel the meeting, and reschedule it with Jane. Taking some of these steps and saying some of these things when you’re not in charge might seem professionally precocious, but they’re good leadership and management skills. And if you think you’re in the meeting from hell, it’s likely many of your colleagues do, too. They’ll appreciate your effort to get the meeting back on track.

Here are seven of my favorite interventions for stopping meandering in a meeting: Come prepared. You can organize a chaotic conversation and gain disproportionate influence by simply arriving with a clearly articulated straw position on the topic to be discussed. Don’t push it on people, but do offer to share it if others believe that it will help accelerate discussion. More often than not they will. Set boundaries. Take responsibility for your time. If a meeting is notorious for starting late and running over, let people know when the meeting begins what your boundaries are. For example, you might say, “I understand we’re starting late but I have a commitment to the Murphy team I want to keep, so I have a hard stop at 10:45.” Trust your gut. Go public. Check with the group. Notice, honor, and trust your gut. If you’re feeling lost, pay attention. If you’re feeling bored, take notice. There’s a good chance others are, too. Then, tactfully and tentatively share your concern. Don’t express it as truth; instead, own the fact that it is simply your experience. Next, check to see if others are feeling similarly. Here’s what that might sound like: “I’m not sure I’m tracking the discussion. We seem to be moving between three different agenda items. Are others seeing that, too?” Restate the less than obvious. If the discussion is toggling between two or more problems, summarize the topics on the table, and suggest the group tackle one at a time. For example, “I’m hearing points ab...

Then ask, “What could be improved?” Avoid debating the suggestions raised, but do ask questions to clarify what’s being said. Finally, turn to roses. Ask the group, “What went well? What should we be sure to do again in the future?” Combined with the recap of decisions, next steps, and talking points, this last discussion helps you end the session on a positive note.

The right tool to gather input from a crowd

Meeting Preparation Checklist Use this tool to prepare for your next meeting. Have you . . . Identified the specific purpose of the meeting? Made sure you need a meeting at all? Developed a preliminary agenda? Selected the right participants? Assigned roles to participants? Decided where and when to hold the meeting and confirmed availability of the space? Sent the invitation, notifying participants when and where the meeting will be held? Sent the preliminary agenda to key participants and other stakeholders? Sent any reports or items needing advance preparation to participants? Followed up with invitees in person, if appropriate? Identified, if appropriate, the decision-making process that will be used in the meeting? Identified, arranged for, and tested any required equipment? Finalized the agenda and distributed it to all participants? Verified that all key participants will attend and know their roles? Prepared yourself? Adapted from Running Meetings (20-Minute Manager series; product #17003), Harvard Business Review Press, 2014.

Sample Agendas

Branded Books Meeting: sales, marketing, production, editorial team 9/17/16; 10:00–11:00; 307W Jessica, Erin, Lisa, Mary, Jane, Audra, Sarah, Alex, Jen, Kate Meeting objective: To coordinate our marketing, sales, production, and editorial activities in order to execute our plan to generate $750,000 in sales of branded e-books across all channels: retail, e-tail, and our own website this fiscal year. Adapted from “How to Design an Agenda for an Effective Meeting,” by Roger Schwarz, posted on hbr.org on March 19, 2015.

Meeting Follow-Up Checklist Have you . . . Written a succinct follow-up note, including what, who, and when? Distributed the note to all participants? Recorded any task due dates in your calendar so you can follow up to make sure they’re completed? Distributed the note to all other relevant stakeholders? Followed up with key stakeholders in person to make sure they’re aware of meeting highlights? Assessed yourself as leader? Assessed the outcome of the meeting? Met with critics? Thought through what you could do better next time? Adapted from Running Meetings (20-Minute Manager series; product #17003), Harvard Business Review Press, 2014.

Sample Follow-Up Memo Branded Books Meeting: sales, marketing, production, editorial team 9/17/16 Follow-Up Notes Attendees: Jessica, Erin, Lisa, Mary, Jane, Audra, Sarah, Alex, Jen, Kate Meeting objective: To coordinate our marketing, sales, production, and editorial activities in order to execute our plan to generate $750,000 in sales of branded e-books across all channels—retail, e-tail, and our own website this fiscal year.

Digital Tools to Make Your Next Meeting More Productive by Alexandra Samuel Meetings may seem like the ultimate holdout against the digitization of working life: After all, what’s more analog than talking directly with another person? Even though the core work of a meeting—listening to and connecting with other people—hasn’t changed, there are lots of ways technology can make that work easier and more effective. Given how much of our working lives we spend in meetings, building a digital meeting toolkit is one of the smartest investments you can make in tech-savvy productivity. Here are the tools you need. Before Your Meeting Find a group meeting time with Doodle, which lets you poll the various people who are part of your meeting and find a time that works for everyone. You’ll get the best results if you hook it up to your own calendar (so you only offer people options that actually work for you) and if you set expectations by explaining you’re using Doodle to find the time that works for as many people as possible—even if you can’t find one that works for everyone. Quickly schedule one-on-one meetings so the process of finding a time doesn’t consume more time than the meeting itself. Use Google appointment slots or Calendly to set up times when you’re available for calls or meetings, and when you want to take a meeting, share the link to your open slots. If you’re booking a call with someone in another time zone, make sure you’re actually booking the same time into your ...