Meetings are something we hear a lot about, that there are too many, they’re not always productive, and they can drain energy rather than create it. And yet, when done well, meetings can be powerful spaces: for clarity, collaboration and collective ownership of work.

A recent conversation with a manager stayed with me because it showed how re‑thinking the manner in which we meet, not just how often, can transform both performance and culture. What struck me most was that there was nothing complex or overly formal about the changes they’d made. Instead, it was a shift in mindset: treating meetings not as routine calendar events, but as moments for purposeful action.

Here are some of the principles they shared, which may resonate with you.

Start with a simple rule: meetings must mean “doing”

One team described how they actively challenge the assumption that a meeting is always the right answer. Their starting point is simple:
If there is no clear purpose, no expected outcome, and no defined actions — then it isn’t a meeting. It’s a discussion, and it may not need to happen at all.

Before scheduling anything, they ask:

• Why do we need to meet?
• What will be different by the end?
• What needs to be decided or progressed?

This approach respects that everyone’s time is equally valuable and helps ensure energy is spent where it really adds value.

Reduce hierarchy, increase ownership

Many meetings unintentionally reinforce hierarchy, information flows one way, a few voices dominate, and others attend passively. To counter this, this team places real emphasis on clarity and inclusion.

They use a short task and purpose statement to frame each meeting, keeping discussion focused and preventing drift. They also think carefully about who genuinely needs to be there, sometimes using tools (like a RASCI) to guide this.

The outcome? Everyone in the room understands why they’re present, what role they play, and how they contribute. That clarity naturally flattens hierarchy and encourages shared ownership.

See meetings as part of performance, not separate from it

One of the most helpful reframes was seeing meetings as a core part of performance management, not something separate from it.

Performance isn’t just shaped in annual reviews or formal conversations. It’s shaped in the everyday environment we create: how work is discussed, how decisions are made, and how progress is followed up.

With that in mind, the team adopted some practical habits:

Facilitate, don’t procrastinate

Meetings start and finish on time. Time is managed actively, not allowed to drift. This signals respect and helps maintain focus.

Encourage active participation

Visual tools, such as dashboards or live task views, keep attention on the work rather than personalities. This supports objective, collaborative problem‑solving and makes it easier for everyone to contribute.

Use actions as a source of momentum

A particularly effective practice shared was the use of a rolling action log. Rather than being a simple to‑do list, it records decisions, responsibilities and deadlines — and, crucially, shows progress over time. Seeing items move to “closed” builds confidence, reinforces accountability and reminds teams of what they’ve achieved. It also removes ambiguity about who is doing what and by when.

Stay present in the meeting — and after it

Digital distraction is something many of us recognise, especially in online meetings. One manager shared how deliberately stepping away from screens, using pen and paper, helped them stay focused and capture actions more accurately. After the meeting, a short follow‑up summary captures key decisions and actions. Time is also built in to review progress at the next meeting, creating a continuous cycle of clarity, action and reflection.

A final reflection

What I particularly value about this example is that it doesn’t rely on new systems or structures. It’s about how we can be more intentional: respecting time, being clear about purpose, and making meetings places where work actually moves forward.

In busy environments, especially during change, meetings can either add to the noise or provide moments of focus and momentum. Often, the difference comes down to a few thoughtful choices made consistently.

Small shifts can have a big impact.

Harriet Robb and Giles Polglase

Further Resources:

What is RASCI and how does it support company organisation? | Indeed.com UK

University of Cambridge Meeting Toolkit

Chairing Meetings Video from the Productivity Ninjas