Many meetings are pretty straightforward and we don’t have to worry particularly about how they’ll go – we’ll be relaxed and can respond in the moment.

Other meetings might be more challenging or stressful. There might be a lot riding on the outcome – a tricky negotiation, some bad news to impart etc. They might have lots of attendees, perhaps with different and competing interests. You may need a strategy for the meeting.

For such more challenging meetings, you might appreciate having a checklist to help you prepare:

• Being really clear about your aims
  • By the end of the meeting you hope that the following things will have been achieved and people will be thinking or feeling what exactly?
  • Are we imparting information; issuing instructions; making or implementing decisions, or; persuading others to accept a proposal
  • Any other aims (such as getting to know the client better)
  • Specific objectives
  • Agenda
  • How long should the meeting run?
  • Any ‘history’ to be taken into account?

• Who else is attending?
  • Who needs to be there?
  • What are their backgrounds?
  • What is their role in the matter?
  • What is the best way of dealing with them?
  • What are their expectations and what do they want from the meeting?

• Roles
  • Who is to chair?
  • What are the roles of others attending?
  • Who will lead the discussion on the different agenda items?
  • If note taking – purpose and level of detail required?
  • What is the client’s role (if present); who will ‘look after’ the client?

• Our strategy or tactics
  • If the other side does such-and-such, how should we respond?m
  • Might we need to call for a break? Who will suggest this ?

• Structuring an agenda
  • Consider providing details of date, time, place, attendees
  • Consider showing who is to present what during the meeting and clarifying what is expected of everybody
  • Consider allocating a time “budget” for each item
  • Consider discussing the most important items early when participants are most alert
  • Consider sending a draft agenda to attendees inviting their comments or suggestions
  • Circulate agenda and papers before the meeting so everyone can consider their views before the meeting

• Consider location/logistics of meeting
  • Home, away or neutral venue
  • Refreshments
  • Support available if needed (eg for redrafting, booking taxis etc)

• Seating plan
  • Do you need one?
  • To reinforce authority, Chair should sit at end of rectangular table or in the middle of one long side
  • To influence a meeting, try putting the “undecided’s” opposite the proponents and divide the opponents

For more thoughts about improving the effectiveness of meetings, see:

• Could Lawyers Run Meetings Better?
• The Role of the Chair of the Meeting
• How to Start a Meeting Well