How to Run Team Meetings That Don’t Suck
- Nick Praulins
- May 29
- 5 min read
Let’s be honest. Lots of meetings feel like a punishment for having a calendar.
They sprawl. They meander. They burn time, energy and attention, and often, no one really knows what the point was. And yes, I confess; I've been responsible for my fair share of that could have been an email meetings!
But it doesn’t have to be that way.
With a little intention (and practice), your meetings can become spaces people actually want to be in. Not just tolerated, but useful. Maybe even energising. The kind where people leave thinking, “That was actually time well spent.”
Here’s how to get there.
Step 0: Do the Thing Before the Thing
Before you send the invite, or start imagining your deck, or obsess over how many bullet points the agenda needs, pause.
And ask:
Why are we meeting at all?
Not philosophically. Literally. Why this group, at this time, in this format? What is the shift you want to create? What actually needs to happen in the room?
If you can’t answer that clearly, you’re not ready to meet.
I’ve worked with leaders who cut 30% of their meetings just by asking this. And you know what? No one missed them.
And if the honest answer is “we always do” or “it felt weird to cancel”, maybe don’t send the invite. Or switch the format. Or rethink the need. Sometimes, not having a meeting is the best meeting decision you can make.
Step 1: Start with an Activator, Not a Status Update
You know the one: “Right, let’s get started.” Nothing wrong with it. But also… nothing right with it either.
Instead, begin with something that shifts the room. A moment that says, “We’re here now.”
Try:
“One word for how you’re arriving.”
“What’s taking up space in your head?”
“What’s one thing you’d love to leave this meeting with?”
These aren’t icebreakers. They’re activators. They help people shift from being physically present to mentally present.
I remember a check-in where someone said “foggy” and suddenly the whole group relaxed. It broke the performative tone and made space for honesty. That meeting actually did something.
A quick side-quest story from Brussels
I was in Brussels last weekend and went to this brilliant fitness studio called Animo (check it out if you're ever there!). I took a ride class and it was great. Not because riding a stationary bike is revolutionary (it’s still a bike, it still doesn’t go anywhere), but because of the energy the trainer brought.
She made us want to show up. To try. To care. It wasn’t anything magical on paper, just how she held the room. How she made effort feel like something you wanted to give, not something you owed.
The next day, I went again. Same studio, different trainer. One people had raved about. Same exercises, same playlist format, same “emotional journey” arc.
But it didn’t land the same. Why? Because energy is something you bring, not something you borrow. And meetings are exactly the same.
Step 2: Design the Middle for Mess, Not Control
This is where most meetings lose altitude. We try to plan them into perfection, but real work, the meaningful kind, is rarely tidy.
You want structure, yes. But also elasticity. Let it wobble.
Design for:
Mixed ways to contribute: writing, speaking, sketching, silence
Visibility of tension: “What’s not being said?” is often gold
Emergence: let the group surprise itself
One of my favourite workshop moments was when someone said, “I don’t think we’re ready to decide this yet.” And instead of feeling deflated, everyone exhaled. That honesty shifted the room.
Trying to script out the mess usually just hides it. Let it surface. That is where things move.
Step 3: Mind the Cultural Climates in the Room
Not everyone thinks, speaks or disagrees in the same way.
Some speak early. Some need space to reflect.
Some challenge directly. Others are more subtle.
Some build trust through casual connection.
Others need reliability first.
I often work with multinational teams (German, Swiss German and French-speaking) and I’ve learnt how differently people show up in a room. As an Australian, I've had to learn to that my natural style doesn’t always land. What feels friendly to me might feel overly casual. What feels clear might feel abrupt. These are real things, and they matter.
So, design with care.
Offer different ways to contribute: aloud, in writing, with time to reflect
Be curious about what’s not being said, not just who’s speaking
Consider: what kind of psychological safety does this team need to be brave?
I once worked with a group where disagreement only ever showed up after the meeting, in private Slack messages. When we switched to silent brainstorms followed by reflection rounds, ideas surfaced that had been sitting quietly for weeks.
Facilitation isn’t about treating everyone the same. It’s about making space for people to show up as they are, not as we expect them to be.
Step 4: Let Real Emotion In
Let’s just say it. Work is emotional.
If you’re leading people, you’re working with humans. And humans bring emotions whether you invite them or not. So bring them in on purpose.
Ask things like:
“What’s something we’re avoiding?”
“What do you really need from this group to feel clear?”
“Where is the resistance showing up?”
This isn’t about therapy. It’s about honesty. You don’t need to make it safe. You need to make it real enough that people can actually get to the work.
Sometimes, the breakthrough isn’t a great idea. It’s the moment someone admits what’s not working. And everyone else silently nods.
Step 5: End With a Landing, Not a Fadeout
Please. No more “Okay, I guess we’re done?” Endings matter. They shape memory. They create movement. They signal, this had value.
My friend and fellow facilitator Marius Ketels always says, “Land your plane.” It’s great advice for communication, and even better for meetings.
Without a clear landing, people leave mid-air, unsure what just happened, and even less sure what they’re meant to do next.
So land it.
Try:
“One word you’re leaving with.”
“What’s one thing you’re taking forward?”
“What are we still sitting with?”
And yes, get the practicals down. Decisions, next steps, owners. No mystery. No ambiguity.
And if you didn’t land anything? Say that. Naming the not-quite-yet is better than faking a resolution.
Final Thought: Your Meetings Are Your Culture
Every meeting leaves a trace. It tells people what matters. How decisions get made. Who gets heard. How we work, together. If a stationary bike ride can feel electric just because someone shows up with purpose, imagine what your team meetings could be.
And if you can’t make them meaningful, please please make them shorter!
The Take-away:
Good meetings don’t happen by chance. They happen intentionally. To create meetings that energise rather than exhaust:
Clearly define the meeting’s purpose.
Open with an activator, not just a routine introduction.
Allow space for authentic conversations, even if they become messy.
Pay attention to cultural dynamics openly.
Invite honesty and real emotion into the discussion.
End clearly, with purpose.
Remember, every meeting shapes your team’s culture.
Your Turn!
Which tip resonated most with you? Have you tried something different in your meetings that made a genuine impact? Do you think this is rubbish? Share your experiences in the comments: I’d love to hear from you!
Which of these would most improve your meetings?
Clearer purpose and fewer unnecessary meetings
Better ways to start and end the discussion
More space for honest conversation and emotion
Attention to diverse cultural and communication styles
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