Course Objective & Scope
Many of the meetings that fill calendars start without a clear purpose or outcome. This workshop focuses on designing the meeting before it happens: meeting audits and value analysis, distinguishing decision, information and ideation meetings, a purpose-outcome-agenda template, pre-work, roles and follow-up. For workshops, participants plan the flow, timeboxes and output format.
Participants review their own team's weekly meeting rhythm, decide which meetings to cancel, shorten or move to async, and produce a redesigned meeting set.
Who Should Attend?
- Managers who run regular team and project meetings
- Team leads and project coordinators
- HR, strategy and corporate development teams planning workshops
- Executive assistants and office management teams
Key Takeaways
- Analyse existing meetings for value and cost
- Write a purpose, expected outcome and agenda for every meeting
- Move information-sharing meetings to asynchronous formats
- Design a timeboxed workshop flow
- Standardise follow-up with a decision and action log
Curriculum
Meeting Audit and Cost Analysis
- Calendar audit and meeting types
- Cancel, shorten, merge or move-to-async decisions
Purpose, Outcome and Agenda Design
- Purpose-outcome-agenda template
- The right attendee list and roles
- Pre-reading and preparation expectations
Planning a Workshop Flow
- Opening, exploration, narrowing and closing phases
- Timeboxes and output formats
Asynchronous Alternatives and Follow-up
- Written updates and short video notes
- Decision and action log, post-meeting summary
Redesigning the Meeting Rhythm
- Hands-on work on the team's weekly rhythm
- Pilot plan for the new meeting set
Other Courses in This Category
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Clarifying decision rights with RAPID and DACI, separating reversible from irreversible decisions, consent-based decisions, disagree and commit, and owner-dated action tracking, captured in a team decision protocol.
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Separating task from relationship conflict, Thomas-Kilmann conflict modes, psychological safety, interest-based negotiation and structured debate techniques such as pre-mortems, practised by managers on real cases.
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Making implicit team norms explicit, writing working agreements on communication, decisions, meetings and availability, and keeping them alive through retrospectives; teams leave with their own charter and agreements.
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Async-first operating principles, written decision documents (RFC/ADR), channel SLAs and hand-off protocols for hybrid and distributed teams; participants build their own hybrid team playbook and communication matrix.
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Stakeholder mapping, RACI/DACI and interface agreements to align goals, roles and hand-offs across functions; managers and team leads leave with a shared team charter for a real cross-functional initiative.
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Core group facilitation skills: diverge-converge flow, Liberating Structures, gradients of agreement, difficult group dynamics and online facilitation, practised in an observed facilitation practicum with feedback.
- Live Course
- 6 modules
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