Meetings That Get Results

Meetings are where teams come together to solve problems, but without purpose and structure, they can become the biggest waste of time.

1. Leaders Are Conductors, Not Commanders

Leadership today is about guiding collaboration, not dictating orders. In the past, leaders were seen as managers who held all the knowledge and directed others. But in the digital age, expertise is widely distributed, and leaders must focus on helping teams work together effectively.

The role of a leader has shifted from being an autocrat to a facilitator. Instead of micromanaging, leaders now empower their teams to make decisions and solve problems. This approach allows experts to focus on their strengths while the leader ensures alignment with organizational goals. Think of a leader as a conductor of an orchestra, ensuring harmony among diverse instruments.

Meetings are the stage where this facilitation happens. A good meeting is like a symphony, with a clear beginning, middle, and end. Leaders guide the process by asking the right questions, not by providing all the answers. This approach fosters collaboration and ensures that meetings are productive.

Examples

• A manager who delegates decision-making to a team of engineers, trusting their expertise.
• A project leader who uses meetings to align marketing and sales teams on a shared campaign goal.
• A CEO who focuses on asking strategic questions rather than dictating solutions during board meetings.

2. Purpose Drives Results

Teams that clarify their purpose before diving into details achieve better outcomes. Without a shared understanding of what they’re trying to accomplish, disagreements and inefficiencies arise.

Purpose acts as a compass for decision-making. For example, two people buying cars may agree on criteria like appearance and efficiency but choose completely different vehicles because their purposes differ—one wants to impress, while the other values practicality. Similarly, teams must align on their purpose before tackling problems.

Facilitators play a key role in ensuring this alignment. By asking, “What are we trying to achieve?” they help teams avoid wasting time on irrelevant details. This question brings clarity and focus, enabling teams to work toward solutions that truly address their goals.

Examples

• A product team that defines its purpose as “improving user experience” before brainstorming features.
• A marketing team that aligns on the goal of “increasing brand awareness” before planning a campaign.
• A software team that clarifies its purpose as “reducing system downtime” before discussing technical fixes.

3. Perspective Shapes Problem-Solving

How a team defines a problem determines how they solve it. Looking at issues from multiple angles leads to more creative and effective solutions.

Reframing problems is one way to encourage fresh perspectives. For instance, instead of asking, “Should we use diaries to document our Everest climb?” a team might ask, “How can we create a permanent record of our ascent?” This broader question opens the door to innovative solutions like video documentation.

Another approach is to consider the perspectives of all stakeholders. For example, understanding both managers’ and technicians’ views on IT burnout can reveal a more comprehensive solution. By combining these perspectives, teams can address root causes rather than just symptoms.

Examples

• A logistics team that reframes “How do we deliver faster?” to “How do we improve customer satisfaction?”
• A school board that consults both teachers and students to address declining engagement.
• A healthcare team that considers both patient and provider perspectives to improve care delivery.

4. Neutral Facilitation Keeps Meetings Productive

Facilitators must remain impartial to keep meetings on track. Judging ideas—whether positively or negatively—can shut down participation and derail discussions.

Neutrality encourages open dialogue. When facilitators ask participants to provide evidence for their ideas, they shift the focus from personal opinions to constructive problem-solving. This approach fosters collaboration and ensures that all voices are heard.

Setting realistic expectations also helps. Teams don’t need unanimous enthusiasm for a solution; they just need consensus that everyone can live with. This pragmatic approach prevents endless debates and moves the team toward actionable outcomes.

Examples

• A facilitator who asks, “What data supports this idea?” instead of saying, “That’s a great suggestion.”
• A team leader who clarifies that consensus means agreement, not unanimous approval.
• A project manager who encourages participants to explain their reasoning rather than defending their positions.

5. Ground Rules Foster Focus

Establishing ground rules ensures that meetings are focused and efficient. These rules create a shared understanding of acceptable behavior, reducing distractions and promoting engagement.

One essential rule is “be here, now.” This means participants should be present in both mind and body. Eliminating electronic distractions, like phones and laptops, helps everyone stay focused. Another rule is that silence implies agreement, encouraging participants to voice their opinions rather than staying quiet and later complaining.

Ground rules also set the tone for punctuality and respect. For example, scheduling 50-minute meetings instead of hour-long ones gives participants time to transition between commitments, reducing tardiness.

Examples

• A team that agrees to keep phones on silent and step out for calls during meetings.
• A facilitator who reminds participants that staying silent means they agree with the group’s decision.
• A company that adopts shorter meeting times to improve punctuality and focus.

6. Creative Tools Accelerate Solutions

Using creative tools like Edward de Bono’s “thinking hats” can streamline problem-solving. These tools help teams approach issues from different angles, leading to faster and more effective solutions.

Each “hat” represents a different thinking style. For example, the white hat focuses on facts, while the red hat allows for emotional input. The yellow hat highlights positives, and the black hat identifies potential problems. The blue hat, often worn by the facilitator, ensures structure and keeps the discussion on track.

By rotating hats, teams gain a 360-degree view of problems. This method encourages diverse perspectives and helps participants quickly identify the best solutions.

Examples

• A team using the white hat to gather data before brainstorming solutions.
• A facilitator wearing the blue hat to manage time and summarize next steps.
• A group rotating hats to explore both the benefits and risks of a new project.

7. Disagreement Can Be Productive

Conflict in meetings isn’t always bad—it can lead to better solutions if managed well. Facilitators should encourage participants to back up their ideas with evidence, fostering constructive debate.

Disagreement often stems from different perspectives. By exploring these differences, teams can uncover new insights and avoid groupthink. The key is to focus on the problem, not the person, and to keep discussions respectful.

Facilitators can also remind teams that consensus doesn’t mean everyone loves the solution—it just means they can live with it. This realistic approach helps teams move forward without getting stuck in endless arguments.

Examples

• A facilitator who asks, “What’s the evidence for this idea?” to refocus a heated debate.
• A team that uses structured discussions to explore opposing viewpoints.
• A leader who emphasizes that consensus is about agreement, not unanimous enthusiasm.

8. Multitasking Hurts Productivity

Multitasking during meetings reduces focus and effectiveness. Studies show that trying to do multiple things at once leads to poor performance and lower IQ scores.

Facilitators can combat this by setting clear expectations. For example, participants might agree to keep laptops closed and phones on silent. If someone needs to take a call, they can step out to avoid distracting others.

These simple rules help create an environment where everyone is fully engaged. When participants are present and focused, meetings are more productive and decisions are made faster.

Examples

• A team that bans laptops during discussions to improve focus.
• A facilitator who schedules breaks to allow participants to check their devices.
• A company that adopts a “no phones” policy for in-person meetings.

9. Shorter Meetings, Better Results

Long meetings can drain energy and waste time. Facilitators should aim to streamline discussions and focus on actionable outcomes.

One way to do this is by using tools like the “thinking hats” to structure conversations. Another is to set time limits for each agenda item, ensuring that discussions stay on track. Finally, ending meetings with clear next steps helps participants leave with a sense of purpose.

Shorter, more focused meetings not only save time but also keep participants engaged and motivated. When meetings are efficient, teams can spend more time actually doing the work.

Examples

• A facilitator who uses a timer to keep discussions within set time limits.
• A team that ends every meeting with a summary of action items.
• A company that adopts 30-minute meetings as the default.

Takeaways

1. Always start meetings by clarifying the purpose to align the team’s efforts.
2. Use creative tools like Edward de Bono’s “thinking hats” to explore problems from multiple angles.
3. Set ground rules to eliminate distractions and ensure full participation.