An integrated and purposeful framework
BY: Peter Cheel; Business Coach Sydney, 1 May 2025
BACKGROUND
In today’s workplace, we spend approximately 25% of our time in meetings, yet many professionals consider them ineffective. This article outlines a practical framework for creating intentional, purposeful, and outcome-focused meetings. By understanding meeting types, establishing clear purposes, creating standardised agendas, and setting clear expectations, organisations can transform meetings from time-wasters into valuable business tools.
Have you ever been in a meeting and caught yourself thinking:
- Why was I invited to attend this meeting?
- What is the purpose of this meeting?
- This meeting is such a drag; the discussion is going nowhere.
- What a waste of time. I could have been working on my project instead.
- Who is running this meeting?
- Where is the agenda, and where are the follow-up items from our last meeting?
Could you relate to one or more of the above scenarios? Most professionals resonate with at least two or more!
A 2022 Microsoft Work Trend Index revealed the average employee spends 25% of their time in meetings, or roughly 10 hours a week. This time varies depending on industry, role, and whether the person is a leader or an executive. Regardless of your position, we spend a significant amount of time in meetings.
So, the question must be asked: Why do so many people say that most meetings are a waste of time? If we accept the veracity of this question, we must then ask: How can we ensure that meetings are effective and productive?
THE CURRENT REALITY
Over the years, I have participated in thousands of meetings—sometimes as an invitee, sometimes as chair, participant, or presenter. I must admit my experience has been very mixed, tending toward unproductive rather than outcome-focused and purposeful.
Additionally, as a Business Coach, I’ve had numerous discussions with leaders and business owners about the type, frequency, and nature of meetings within their organizations.
The common challenges relating to meetings that emerged from these discussions:
- A lack of clarity regarding the distinction and purpose of different meeting types
- Uncertainty about the optimal cadence for various meetings
- Leaders failing to recognize the potential value of well-structured meetings
- Absence of standardized agendas linked to business goals and strategy
- Unclear purpose and intended outcomes for meetings
- Finding yourself in meetings without understanding why you were invited
- Lack of action or follow-up after meetings conclude
- Inconsistent adherence to start and finish times
I wonder how many of these themes reflect your experience—likely more than two!
CASE STUDY: TRANSFORMATION THROUGH STRUCTURE
Outcomes are normally measured through certain indicators and frameworks including but not limited to: goal achievement, feedback and scores, the (behavioural) change in the executive or manager, performance and outcomes, and of course ROI – return on investment.
ROI
- A MetrixGlobal study found that executive coaching has a 788% ROI based on factors including increases in productivity and employee retention.
- The benefits from employee retention, a 529% ROI was delivered.
- Improvements in individual, team, and organisational performance, with a 70% increase in individual performance, 50% increase in team performance, and 48% increase in organisational performance.
- Standalone management training results in a 22% boost in productivity, while executive coaching can lead to an 88% increase 4.
Historically the ROI of coaching has not been measured effectively, but there is a growing understanding of the importance of measuring coaching’s ROI to validate the costs spent on coaching employees 5.
FUNDAMENTAL MEETING PRINCIPLES
1. Clearly Define the Purpose of the Meeting
Why this matters: Different meeting types require different approaches and participants.
There are many different types of meetings, so it’s crucial to clearly define the purpose that will drive the agenda and focus. The purpose should directly influence who attends.
If the purpose of the meeting is to discuss strategy, then operational matters should be deferred to an operational/’get the week started’ meeting.
If the purpose is to communicate updates and progress, then that’s not the time for robust discussions and decision-making.
2. Create a Standard Agenda (Less is More)
Why this matters: Focus drives productivity.
The agenda must reflect the meeting’s purpose, with items limited to four to six at most. Once you exceed this number, focus becomes diluted, and the ability to properly address each item diminishes.
For recurring meetings, use a consistent template with which participants can become familiar, making preparation more efficient.
3. Be Intentional About Outcomes
Why this matters: Without clear ownership, decisions don’t become actions.
The meeting’s purpose should determine the required outcomes. For example, if the purpose is to provide quick updates and make operational decisions, allocate specific time for discussion and actual decision-making.
Each action item should have:
- A clearly defined owner
- A specific deadline
- A method for reporting completion
4. Invite the Right People
Why this matters: Every unnecessary participant multiplies wasted time.
If the meeting aims to work through a critical issue and arrive at a solution, ensure invitees have the knowledge and experience to discuss the topic robustly. In this type of meeting, “less is often more”!
Invite the whole team, function, or company for updates or announcements, as appropriate. Always let the purpose influence attendance.
5. Set Clear Expectations (Preparation and Participation)
Why this matters: Unprepared participants derail productivity.
If attendees require context on discussion items, ensure they receive relevant materials well before the meeting. Be explicit about what you want them to consider in their mental preparation.
At the meeting’s start, clarify whether the purpose is idea generation, information sharing, decision-making, or creating an action plan.
Establish clear protocols for camera use, muting/unmuting, and participation methods for virtual or hybrid meetings to ensure everyone can contribute effectively.
6. Start and Finish on Time
Why this matters: Respecting time boundaries shows respect for all participants.
At one point in my career, I led a team of twenty-five employees, and we held monthly all-team meetings. Initially, people would arrive late until I announced that the last person to arrive would wear a sombrero for the duration. After one person wore the hat, everyone arrived early to future meetings! Arriving on time demonstrates respect for those who are punctual and reflects self-respect.
The same applies to finishing on time. Ensure the allotted time accommodates the agenda and stay on topic. If valuable but unrelated ideas emerge, table them for a future discussion. Time is money, particularly with multiple attendees.
MEASURING MEETING SUCCESS
How do you know if your meetings are improving? Consider tracking these metrics:
- Participant satisfaction (brief post-meeting surveys)
- Time spent in meetings (weekly tracking)
- Action item completion rate
- Decision quality and implementation speed
- Rate of meeting attendance and punctuality
IMPLEMENTING BETTER MEETINGS: NEXT STEPS
- Audit your current meetings – List all recurring meetings and evaluate their purpose, attendance, and outcomes
- Categorise by type – Separate strategic, operational, informational, and problem-solving meetings
- Standardise formats – Create templates for each meeting type
- Train meeting leaders – Ensure they understand facilitation techniques
- Start small – Pick one meeting type to transform first, then expand to others
CONCLUSION
Meetings certainly have their place in organisations. The perennial challenge is to make them intentional, purposeful, and outcomes-focused.
If you need to call a meeting, clarify the purpose and required participants. If invited to a meeting, understand why you were included and what value you can add.
Don’t hesitate to question attendance at meetings where your role is unclear. By consistently applying these principles, you can transform your organization’s meeting culture from a source of frustration to a driver of productivity and engagement.
Make your meetings meaningful and make them count.
