Meetings are something we hear a lot about, that there are too many, they\u2019re 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.<\/p>\n\n\n\n\n\n\n\n
A recent conversation with a manager stayed with me because it showed how re\u2011thinking 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\u2019d made. Instead, it was a shift in mindset: treating meetings not as routine calendar events, but as moments for purposeful action.<\/strong><\/p>\n\n\n\n Here are some of the principles they shared, which may resonate with you.<\/p>\n\n\n\n One team described how they actively challenge the assumption that a meeting is always the right answer. Their starting point is simple: Before scheduling anything, they ask:<\/p>\n\n\n\n This approach respects that everyone\u2019s time is equally valuable and helps ensure energy is spent where it really adds value.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n They use a short task and purpose statement to frame each meeting, keeping discussion focused and preventing drift. They also think carefully about who<\/em> genuinely needs to be there, sometimes using tools (like a RASCI<\/a><\/strong>) <\/a>to guide this.<\/p>\n\n\n\n The outcome? Everyone in the room understands why they\u2019re present, what role they play, and how they contribute. That clarity naturally flattens hierarchy and encourages shared ownership.<\/p>\n\n\n\n One of the most helpful reframes was seeing meetings as a core part of performance management, not something separate from it.<\/p>\n\n\n\n Performance isn\u2019t just shaped in annual reviews or formal conversations. It\u2019s shaped in the everyday environment we create: how work is discussed, how decisions are made, and how progress is followed up.<\/p>\n\n\n\n With that in mind, the team adopted some practical habits:<\/p>\n\n\n\n Meetings start and finish on time. Time is managed actively, not allowed to drift. This signals respect and helps maintain focus.<\/p>\n\n\n\n Visual tools, such as dashboards or live task views, keep attention on the work rather than personalities. This supports objective, collaborative problem\u2011solving and makes it easier for everyone to contribute.<\/p>\n\n\n\n A particularly effective practice shared was the use of a rolling action log. Rather than being a simple to\u2011do list, it records decisions, responsibilities and deadlines \u2014 and, crucially, shows progress over time. Seeing items move to \u201cclosed\u201d builds confidence, reinforces accountability and reminds teams of what they\u2019ve achieved. It also removes ambiguity about who is doing what and by when.<\/p>\n\n\n\n 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\u2011up 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.<\/p>\n\n\n\n What I particularly value about this example is that it doesn\u2019t rely on new systems or structures. It\u2019s about how we can be more intentional: respecting time, being clear about purpose, and making meetings places where work actually moves forward.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n Small shifts can have a big impact.<\/p>\n\n\n\n Harriet Robb and Giles Polglase<\/strong><\/p>\n\n\n\n Further Resources:<\/p>\n\n\n\n What is RASCI and how does it support company organisation? | Indeed.com UK<\/strong><\/a>Start with a simple rule: meetings must mean \u201cdoing\u201d<\/strong><\/h3>\n\n\n\n
If there is no clear purpose, no expected outcome, and no defined actions \u2014 then it isn\u2019t a meeting. It\u2019s a discussion, and it may not need to happen at all.<\/p>\n\n\n\n\n
Reduce hierarchy, increase ownership<\/strong><\/h3>\n\n\n\n
See meetings as part of performance, not separate from it<\/strong><\/h3>\n\n\n\n
Facilitate, don\u2019t procrastinate<\/strong><\/h4>\n\n\n\n
Encourage active participation<\/strong><\/h4>\n\n\n\n
Use actions as a source of momentum<\/strong><\/h4>\n\n\n\n
Stay present in the meeting \u2014 and after it<\/strong><\/h4>\n\n\n\n
A final reflection<\/strong><\/h3>\n\n\n\n
University of Cambridge Meeting Toolkit<\/strong><\/a><\/p>\n\n\n\n