1. Have an exact (as much as practical) agenda for each meeting and circulate it in advance, even if it is just an hour or two before the meeting, circulate it. Let attendees know the agenda for the meeting. Let them know what you or the group expects from each person.
2. Have a moderator or leader for each meeting. Rotate the position if possible so all can see what is involved and can buy in to a new meeting format. This rotation also keeps one person from dominating at the expense of others.
3. Stick to the agenda. Stray if needed at the end, during the “new business” part of the meeting. Stay on task. If people try to steer the discussion off task, tell them you can discuss the errant issue later.
4. Set a time limit on meetings. If well planned and well run, 1 hour can handle most meetings. If everyone arrives informed and prepared, meetings do not have to take hours. It is a meeting, not social hour. Do not confuse the two.
5. If you must have longer meetings, treat them as a series of 1-hour meetings, strung together. Stick to the agenda and schedule for each hour. Move the meeting along. Stay focused. Take short, timed breaks, between 1-hour sessions.
6. If there is much dissension in the group, have the dueling factions meet and have them bring back their resolutions to the overall meeting, or to the next meeting.
7. Do not let one person or department dominate the meeting. Keep an hourglass or timer on the meeting table. Tell attendees they have a set amount of time to speak and explain their position. Then, flip over the hourglass, or start the timer. If someone runs over a short amount, that is okay. If they appear to think as they speak, privately ask them to prepare better for the next meeting.
8. For emergency meetings and for serious problems, take all the time needed to thoroughly discuss the challenge or situation without ruminating. Develop a plan of attack. Detail the line of responsibility and timetable for action.
9. Strive for a relaxed, fun when appropriate, inclusive atmosphere. As business consultant Tom Peters says, “Listen to everyone. Ideas can come from anywhere.” Lead the group in the right direction, based on the purpose of the meeting. Avoid manipulation, attendees will sense it. It will make them tense and it might cause resentment.
10. Be grateful and appreciative for input, ideas, and suggestions in public. Correct and criticize in private. Share acclaim with all involved. Accept the blame when you have caused a problem.
11. Adapt these guidelines to fit the personality of your group, if you can. Do not try to impose a new format. Bring it up as an agenda item at the next meeting. Meet with the power players of the group before you announce the idea to the group. If the main group members see the need and benefit of a change, it will help to get the format changed.
12. If you cannot get the group to consider a new format, look at the group and honestly answer this question. “Does this group accomplish its goals using its current meeting format?” If it does, let it be. If it does not and will not change, save yourself some frustration and find another group to serve if you can. If you can’t either keep searching for a new format that works better, or accept that you have no control
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    der for each meeting. Rotate the position if possible so all can see what is involved and can buy in to a new meeting format. This rotation also keeps one person from dominating at the expense of others.
13. Stick to the agenda. Stray if needed at the end, during the “new business” part of the meeting. Stay on task. If people try to steer the discussion off task, tell them you can discuss the errant issue later.
14. Set a time limit on meetings. If well planned and well run, 1 hour can handle most meetings. If everyone arrives informed and prepared, meetings do not have to take hours. It is a meeting, not social hour. Do not confuse the two.
15. If you must have longer meetings, treat them as a series of 1-hour meetings, strung together. Stick to the agenda and schedule for each hour. Move the meeting along. Stay focused. Take short, timed breaks, between 1-hour sessions.
16. If there is much dissension in the group, have the dueling factions meet and have them bring back their resolutions to the overall meeting, or to the next meeting.
17. Do not let one person or department dominate the meeting. Keep an hourglass or timer on the meeting table. Tell attendees they have a set amount of time to speak and explain their position. Then, flip over the hourglass, or start the timer. If someone runs over a short amount, that is okay. If they appear to think as they speak, privately ask them to prepare better for the next meeting.
18. For emergency meetings and for serious problems, take all the time needed to thoroughly discuss the challenge or situation without ruminating. Develop a plan of attack. Detail the line of responsibility and timetable for action.
19. Strive for a relaxed, fun when appropriate, inclusive atmosphere. As business consultant Tom Peters says, “Listen to everyone. Ideas can come from anywhere.” Lead the group in the right direction, based on the purpose of the meeting. Avoid manipulation, attendees will sense it. It will make them tense and it might cause resentment.
20. Be grateful and appreciative for input, ideas, and suggestions in public. Correct and criticize in private. Share acclaim with all involved. Accept the blame when you have caused a problem.
21. Adapt these guidelines to fit the personality of your group, if you can. Do not try to impose a new format. Bring it up as an agenda item at the next meeting. Meet with the power players of the group before you announce the idea to the group. If the main group members see the need and benefit of a change, it will help to get the format changed.
22. If you cannot get the group to consider a new format, look at the group and honestly answer this question. “Does this group accomplish its goals using its current meeting format?” If it does, let it be. If it does not and will not change, save yourself some frustration and find another group to serve if you can. If you can’t either keep searching for a new format that works better, or accept that you have no contro
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    g together. Stick to the agenda and schedule for each hour. Move the meeting along. Stay focused. Take short, timed breaks, between 1-hour sessions.
23. If there is much dissension in the group, have the dueling factions meet and have them bring back their resolutions to the overall meeting, or to the next meeting.
24. Do not let one person or department dominate the meeting. Keep an hourglass or timer on the meeting table. Tell attendees they have a set amount of time to speak and explain their position. Then, flip over the hourglass, or start the timer. If someone runs over a short amount, that is okay. If they appear to think as they speak, privately ask them to prepare better for the next meeting.
25. For emergency meetings and for serious problems, take all the time needed to thoroughly discuss the challenge or situation without ruminating. Develop a plan of attack. Detail the line of responsibility and timetable for action.
26. Strive for a relaxed, fun when appropriate, inclusive atmosphere. As business consultant Tom Peters says, “Listen to everyone. Ideas can come from anywhere.” Lead the group in the right direction, based on the purpose of the meeting. Avoid manipulation, attendees will sense it. It will make them tense and it might cause resentment.
27. Be grateful and appreciative for input, ideas, and suggestions in public. Correct and criticize in private. Share acclaim with all involved. Accept the blame when you have caused a problem.
28. Adapt these guidelines to fit the personality of your group, if you can. Do not try to impose a new format. Bring it up as an agenda item at the next meeting. Meet with the power players of the group before you announce the idea to the group. If the main group members see the need and benefit of a change, it will help to get the format changed.
29. If you cannot get the group to consider a new format, look at the group and honestly answer this question. “Does this group accomplish its goals using its current meeting format?” If it does, let it be. If it does not and will not change, save yourself some frustration and find another group to serve if you can. If you can’t either keep searching for a new format that works better, or accept that you have no contro
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    erious problems, take all the time needed to thoroughly discuss the challenge or situation without ruminating. Develop a plan of attack. Detail the line of responsibility and timetable for action.
30. Strive for a relaxed, fun when appropriate, inclusive atmosphere. As business consultant Tom Peters says, “Listen to everyone. Ideas can come from anywhere.” Lead the group in the right direction, based on the purpose of the meeting. Avoid manipulation, attendees will sense it. It will make them tense and it might cause resentment.
31. Be grateful and appreciative for input, ideas, and suggestions in public. Correct and criticize in private. Share acclaim with all involved. Accept the blame when you have caused a problem.
32. Adapt these guidelines to fit the personality of your group, if you can. Do not try to impose a new format. Bring it up as an agenda item at the next meeting. Meet with the power players of the group before you announce the idea to the group. If the main group members see the need and benefit of a change, it will help to get the format changed.
33. If you cannot get the group to consider a new format, look at the group and honestly answer this question. “Does this group accomplish its goals using its current meeting format?” If it does, let it be. If it does not and will not change, save yourself some frustration and find another group to serve if you can. If you can’t either keep searching for a new format that works better, or accept that you have no contro
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    t these guidelines to fit the personality of your group, if you can. Do not try to impose a new format. Bring it up as an agenda item at the next meeting. Meet with the power players of the group before you announce the idea to the group. If the main group members see the need and benefit of a change, it will help to get the format changed.
34. If you cannot get the group to consider a new format, look at the group and honestly answer this question. “Does this group accomplish its goals using its current meeting format?” If it does, let it be. If it does not and will not change, save yourself some frustration and find another group to serve if you can. If you can’t either keep searching for a new format that works better, or accept that you have no control or influence over the format and work within it.

Now you have some suggestions for improving the meetings you conduct or attend. Once you find a format that works for the group, only review it when you get off track. Every group is different. Be fair in your assessment and open to suggestions from others. Good luck!