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While there are three primary types of business meetings: information sharing, instructional or directional task-related meetings, and facilitated or developed task-related meetings, an effective leader must closely manage the meeting boundaries to prevent scope creep and get done on time.

Information Sharing Meetings

Control Meeting Boundaries

Control Meeting Boundaries

Information sharing meetings primarily capture one-way communication with information presented from the speaker to the group. Furthermore, this type of meeting includes symposiums, instructional groups, staff meetings, and other presentations that attempt to communicate essential information to a group. Interaction from participants with the meeting leader normally gets limited to questions and comments.

Task-Related Meetings

Task-related meetings use the knowledge and experience of group members to accomplish a work task, such as problem-solving, decision-making, fact-finding, planning, etc. These meetings are highly interactive, and involve two-way communication between all participants. Task-related meetings also tend to fall apart more quickly with poor meeting management. The two differences include:

  1. Directed—the leader runs the meeting and controls the agenda. These are the most common types of meetings.
  2. Facilitated—an impartial facilitator runs the meeting and controls the agenda and technique. These are the least common, but are growing in use, as they are the most effective for decision-making and building consensus.

The Model Meeting

To effectively manage a meeting, a meeting leader must pay attention to the dynamics of the group. Having a model to work from helps the leader understand the group’s behavior to keep meeting dynamics in balance. This enables the leader to sort problems from non-problems and respond appropriately.

Why a Model?

Looking back on the list of the 14 most frequently mentioned problems in meetings (see “Some of the Challenges and Costs Associated with Hosting Meetings”), we can attribute all of them to one primary cause; a lack of structure. If this sounds like an oversimplification, it is, but only partially. You may be asking yourself, “If structure has been the only problem with meetings, why are meetings in corporate America a waste of money?” It seems like unstructured meetings are the effect of meeting dementia. Take a closer look at the components of the model meeting.

Meeting Boundaries

Meeting boundaries provide the limits or scope, which separate the meeting and its components from the external environment. Clear and unbroken boundaries are essential to good meeting management. It is the meeting leader’s responsibility to keep the boundaries from being violated (broken) resulting in a breakdown in structure. Therefore, consider both types of meeting boundaries:

  • Time boundaries
  • Physical boundaries

Time Boundaries

Time boundaries govern the start time and stop time of the overall meeting, as well as the length of the meeting. Meetings starting late seem to be an accepted norm. All meetings should start at their scheduled time and not exceed the stop time.

Barring a major catastrophe, every meeting must start precisely on time. Meetings that start late are in trouble right from the start. Delayed starts send a message to the participant that degrades the perceived importance of the meeting. The meeting is taken less seriously, and sets the stage for additional boundary violations.

If the meeting begins late because the leader is not ready, he or she loses credibility that is hard to recover. Meetings that start late because the leader is waiting for latecomers are just as bad. This communicates positive reinforcement to the latecomers, while negatively reinforcing those that came on time.

Running overtime must be avoided at all costs. In cases where the discussion is crucial, continue only after obtaining consensus from the group. Otherwise, summarize and reschedule another meeting to conclude the discussion.

How many meetings extend beyond their useful length? Meeting duration should never exceed 45 to 50 minutes unless it is a facilitated workshop. By setting up your meetings for 45 or 50-minute increments, you provide a courtesy to the participants, affording them time to refresh between meetings.

Meetings more than one hour long take too much energy and have an opportunity to drag. Workshops, properly facilitated, can last for a number of days, but the rationale for the extended duration generates a deliverable. Standard meetings taking longer than one hour should be broken into multiple sessions of fifty minutes.

Physical Boundaries

Physical boundaries are those, which physically separate the meeting space from the rest of the outside world. It is an accepted fact that the physical environment has an impact on the psychological environment. Most noteworthy, studies show that a formal atmosphere inhibits the mood for both groups and individuals. The best meeting results occur when people feel comfortable and informality is balanced with focus on the work-task. Psychologists refer to this as a state of “relaxed concentration”. It is the meeting leader’s responsibility to see that proper physical boundaries are established and maintained.


Don’t ruin your career or reputation with bad meetings. Register for a class or forward this to someone who should. Taught by world-class instructors, MG RUSH  professional facilitation curriculum focuses on practice. Each student thoroughly practices and rehearses tools, methods, and approaches throughout the week. While some call this immersion, we call it the road to building impactful facilitation skills.

Our courses also provide an excellent way to earn up to 40 SEUs from the Scrum Alliance, 40 PDUs from PMI, and 40 CDUs from IIBA, as well as 3.2 CEUs for other professions. (See individual class descriptions for details.)

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Facilitation Expert

Terrence Metz, CSM, PSPO, CSPF, is the Managing Director of MG RUSH Facilitation Training and Coaching, the acknowledged leader in structured facilitation training. His FAST Facilitation Best Practices blog features over 300 articles on facilitation skills and tools aimed at helping others lead faster, more productive meetings and workshops that yield higher quality decisions. His clients include Agilists, Scrum teams, program and project managers, senior officers, and the business analyst community among numerous private and public companies and global corporations. As an undergraduate of Northwestern University (Evanston, IL) and MBA graduate from NWU’s Kellogg School of Management, his professional experience has focused on process improvement and product development. He continually aspires to make it easier for others to succeed.

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