Meetings that just happen by default waste precious time, invite poor decisions, add to exhaustion, and fray relationships. Given these risks, I proposed in a previous article that successful meetings are intentionally designed. The basic idea is that to support people and move critical objectives forward, leaders need to ask themselves four questions: Why are you meeting? Who needs to be there? What conversation needs to happen? And how can you create the conditions that will enable that conversation? In my experience, leaders are often able to answer the first three questions with just a little extra effort. But they usually come up empty when it comes to the last one.
The trouble starts before the attendees show up (or log on). Many people arrive at meetings prepared to be disengaged. Whether it is a recurring team call, a project team update, or a longer strategy retreat, participants often lack