End with an action plan - Deepstash



Get an account to save ideas & make your own & organize them how you wish.



How to Run an Effective Meeting - Business Guides

End with an action plan

Leave the last few minutes of every meeting to discuss the next steps.

This includes deciding who is responsible for that task and what the deadlines are.


This is a professional note extracted from an online article.

Read more efficiently

Save what inspires you

Remember anything


How to Run an Effective Meeting - Business Guides

How to Run an Effective Meeting - Business Guides




Key Ideas

Everyone should know why they've gathered

Set the agenda for the meeting. It can be summarized on a handout, written on a whiteboard, or discussed explicitly at the outset.

While it may seem obvious to set an agenda, many meetings start with no clear idea of the purpose.

Start and end the meeting on time

  • Start at a predetermined time. Not a minute later. Sitting around trying to guess when the meeting will start is a waste of a precious resource. Busy people should be able to discipline themselves to be there on time.
  • Ending on time is just as important. It will help ensure you accomplish what's on your agenda.

End with an action plan

Leave the last few minutes of every meeting to discuss the next steps.

This includes deciding who is responsible for that task and what the deadlines are.


Structure For Success
Structure For Success

Remote work days need to have a specific routine in place, which has structure, clarity and consistency.

Each team member needs to be provided with a daily block of time to be heard, maybe ...

A Clear Briefing

Creativity thrives in limitations, and little check-in meetings with a specific agenda and a clear briefing to brainstorm can provide excellent results, as they have built-in time constraints.

Collaboration Time

Online collaborative tools let us literally be on the same page, editing a document together, collaborating using the phone or the built-in chat.

Remote working makes the participants prioritize time, effort and activities. There are less wasted minutes as the participants are prepared and on time.

5 more ideas

The first 5-7 minutes of a meeting

....is the most important component for conducting more effective meetings.

It establishes the parameters, organizes the terms of reference and tells everybody in the room w...

Begin right on time

During a meeting, do not penalize the people who were there on time by waiting for others who are late. 

Assume that the latecomer is not coming at all and get right on with the meeting.  

Encouraging open discussions
Leaders should take up the role of facilitators and avoid dominating the discussions.

During meetings, it’s very important to get input from everybody, not only from those eager to contribute but even from those who are shyer and less likely to speak up.  

5 more ideas

The Meeting Agenda
The Meeting Agenda

Normally managers put an emphasis on having a written meeting agenda prior to a meeting.

Research shows that having an agenda is of no relevance, and what's important is how the leader fa...

A Question-Based Approach

By having a question-based approach as opposed to topics, participants begin to think and act differently, marching towards the true intent of the being together, with intention.

    Specific and Challenging Questions

    Agenda questions can be molded to be like goals for the employees, to get them on their feet, energizing them and focusing their attention.

    Group goals promote group performance, and specific goals are much better than vague goals. The meeting questions, formed as goals, need to be challenging but not outlandish.

    3 more ideas

    What makes meetings effective
    1. They achieve the meeting's objective.
    2. They take up a minimum amount of time.
    3. They leave participants feeling that a sensible process has been followed.
    The Meeting's Objective
    An effective meeting serves a useful purpose. This means that in it, you achieve a desired outcome.

    For a meeting to meet this outcome, or objective, you have to be clear about what it is.

    To prepare an agenda, consider the following factors:
    • Priorities – what absolutely must be covered?
    • Results – what do you need to accomplish at the meeting?
    • Participants – who needs to attend the meeting for it to be successful?
    • Sequence – in what order will you cover the topics?
    • Timing – how much time will spend on each topic?
    • Date and time – when will the meeting take place?
    • Place – where will the meeting take place?

    one more idea

    Why virtual meetings go bad
    • Attendees often multi-task and don't pay attention to the discussion.
    • Meeting organizers tend to be less careful with the purpose and design of the conversation.
    • Usual...
    Run great virtual meetings
    • Use video, but also provide an audio dial-in-option,
    • Test the equipment you are going to use before the meeting.
    • Make sure people can see each other properly.
    • Set an agenda, set some rules and clearly outline the next steps.
    • Make sure presentations take very little time.
    • Set a facilitator and call on people individually to speak.
    • Capture feedback in real-time and tackle difficult issues.
    Change the setting sometimes

    Occasionally, go for a walk and have your 1:1. Occasionally, go get coffee. Go sit in the courtyard. Get lunch or breakfast or dinner. Most often, it’s probably easiest and most efficient to...

    It's ok to cancel

    If there’s nothing to discuss, it’s ok to cancel. People, too often, view 1:1s as mandatory, but it’s refreshing when you both acknowledge that things are ok for now, or the time may be better spent other ways.

    Let the employee own the agenda

    It is a simple, symbolic practice that helps them feel ownership and autonomy for their work and their time. 

    You’re saying, “You tell me what’s important,” and of course you can coach and guide them to help refine over time what’s important. 

    one more idea

    Why 1:1’s are important
    • Making time for an individual says you give a damn about them as a person.
    • The 1:1 is the only forum where you can have an honest, private, conversation with each other a...
    Set expectations
    • If this is a new process you are putting in place at your company/in your team, be transparent about it.
    • Be clear that you do this with all employees who work directly for you.
    • Book a regular cadence of 1:1s. They should not be ad-hoc. It’s ok to skip one every once and awhile, but having it locked into the calendar is a commitment.
    • Decide the best cadence with them (weekly or every other week? 30 minutes or an hour?) and what the format should be.
    The agenda
    • Topics in a 1:1 should be about professional growth, personal connection and for giving each other feedback. Do not use the meeting to re-hash things from a group meeting, unless there are specific things you took off-line in that meeting or need to provide/get constructive feedback.
    • 24 hours or so before the meeting, email the employee a list of what you’d like to cover. Try to do a split between strategic, tactical and personal items and always ask your employee what they want to cover too. 

    2 more ideas

    A long-term response

    Global crises are always challenging to navigate. When the time for immediate response passes, we have to dig in for the long haul.

    Factors that influence operations going forward will ...

    An employee-driven approach

    Employees' health and well-being should come first. There may be a perceived choice between productivity and well-being. But, engagement is a natural by-product of well-being.

    People are worried about health, job security, their kids' education, life on the other side of the crisis. Micro-managing will not create focus. Tactics like time-tracking software will only compound the problem. Instead, focus on easing their fears. The more distractions we as leaders can clear away, the more effective our people will be.

    Guiding principles for a crisis response
    • Part of the response is to hold performance and growth check-ins to acknowledge the contribution each employee is making and help them manage their longer-term professional goals.
    • Err on the side of overcommunicating. Create a communication plan and be consistent. E.g., a daily email from the heads of each unit, or video messages from the CEO. Share even the bad news, to prevent employees from inventing their own stories to fill the void.
    • Keep a tight feedback loop. Know how your employees are coping, how their work is affected, and how they think leadership can help.
    • Be mindful of the resources you're consuming. Don't consume additional masks, disinfectants, and other supplies that hospitals need.

    2 more ideas

    Productivity Shame
    Productivity Shame

    Work is never finished, and we are unable to disconnect from it, causing us to experience productivity shame, impacting our happiness and creativity.

    The modern working pro...

    The Busyness Paradox: Addicted To Being Busy
    • Personal productivity is not about all-round efficiency, and it is wrong to think about your input as that of a machine in a factory unit.
    • This is further complicated by our mistaken assumption that being in demand means that we are doing a splendid job.
    • We blur our all boundaries between our work and personal life and every minute of the day is to be kept busy as we rush to attend every meeting, cross out every task from the to-do list or to answer every email that we get.
    Completion Bias

    Our brain starts to favour small tasks that give a false impression of productivity (woohoo! I just sent out fifty emails!) while we neglect the large, complex but meaningful tasks.

    This is known as the completion bias.

    6 more ideas

    Busy with meaningless stuff

    We can all feel very busy, but despite all this bustle, we often don’t feel particularly productive from day to day and often let the "big stuff" go unattended.

    If we want to take back contro...

    What you're currently doing

    The act of becoming aware of where your attention is focused helps you to direct your attention where you want it to be - on creating something significant.

    Setting time aside

    To learn to control your attention, set aside at least one time period per day to focus without interruption. Let it be no more than 90 minutes at a time. Do something important but not urgent.

    Ask yourself: Are you scheduling time daily to focus without interruption?

    4 more ideas