Meetings are one of the best opportunities to create alignment and visibility across an organization. How they are run can also be massively influential on company culture, enabling culture to be a key driver of success.
Below is a selection of templates for the most common meetings. For more meeting agendas of all kinds, visit our whole library which includes 80+ agenda template examples. 👇
Quick opportunity for the team to build rapport and break the ice.
Each item should have a clear deliverable, date and person responsible. Which stakeholders will be affected and how will they be informed?
Add these meeting notes to your project management or meeting notes software and include in follow-up communications
The most important aspect of this meeting is the meeting memo. This way you don't spend half the meeting briefing one another. Here is what you need to include in every board memo:
Call to Order
Members not in attendance
Approval of minutes
A motion to approve the minutes of the previous [date] meeting was made by [name] and seconded by [name].
Matters up for decision:
Matters up for discussion:
Other matters for discussion
State your project’s audience and objective in a clear and focused way.
Brainstorming is a place and time where anything goes. Rules:
Start sharing ideas. Note them somewhere where everyone can see (whether that be a poster, whiteboard, or in your Hugo meeting notes in the highlighted area below). To keep your creative juices flowing you may also want to provide toys, coloring books, magazines, doodling pads etc.
Stop and take a vote on each idea. Thumbs up or down. Toss the ideas that lack support.
Look at the best ideas from halftime. Ask if there are ways to improve them, or come up with ideas that are similar.
Once you’ve covered each of the good ideas, generate more new ideas just as you did at the beginning of the session.
Note any documents that need to be reviewed or activities that need to be completed before the workshop.
Focus on the customer’s experiences. Prioritize them in order of severity and choose one or two to focus on. Resist the desire to skip ahead to “fixing” until you have organized the problems you are going to solve.
It’s time to figure out how to solve the problem, design the flow, or develop the plan.
List your potential solutions in the following format --> Solution | Impact | Effort
Store topics and ideas that are out of scope or beyond reach for this workshop.
Develop a roadmap with the customer and all stakeholders showing the pieces of the sales processes that have been started and which ones have been completed. Creating a framework that shows progress and what to expect creates transparency with your customer which leads to better customer outcomes.
Add all the stakeholders to a living document or collaborative meeting note platform and integrate it with your team's CRM (like Salesforce). Your customer should feel like they are a part of the process, whether that be the sales process or ongoing customer partnership.
Keep a history of the progress along the roadmap to closing a deal to drive the deal. Great living roadmaps of all sales processes are essential to closing deals on time - in every sales process the customer controls the gas and you control the brake.
Make sure that a customer meeting never ends with a customer having doubts, questions or uncertainty. Encourage your customer to share any concerns, roadblocks or questions.
Where to from here? When's the next meeting? What should happen between now and then?
A [meeting type] meeting of [organization name] was held on [date] at [location]. It began at [time] and was presided over by [chairperson’s name], with [secretary’s name] as secretary.
Members not in attendance
A motion to approve the minutes of the previous [date] meeting was made by [name] and seconded by [name].
Outline the purpose of the meeting and briefly go over the topics you will be covering as well as your goals for the next quarter. Make sure to emphasize ROI during your introduction.
Specific elements of a QBR that may become a standard part of your delivery:
If done regularly, the output of a QBR should include the stated goals for the next 90 days with the intention of reviewing and comparing results against those goals at the next QBR. So the starting point for preparing for a QBR is to review and assess the goals and results for the past quarter.
Outline the goals and recommendations you have for the next quarter and open them up for discussion and approval. Have a concrete plan in place for achieving these goals.
How are both of you feeling at work? Anything new? Anything exciting planned? Take some time to catch up with each other.
Have any issues or challenges come up since the last one-on-one? How can we help?
What have we accomplished since our last meeting? What valuable lessons were learned?
What are the most important things we'll focus on going forward? Are there any new objectives? How do these fit into the short-term and long-term goals?
What steps must be taken to make progress on our goals? List them here as well as who is responsible for what. Set clear expectations and timelines.
What was mentioned that should be noted and deferred? Is there anything either party would like to discuss during the next one-on-one?
Is there any other noteworthy feedback? How can we help each other be more successful?
How will we keep in touch and stay up-to-date about progress? Should we schedule another one-on-one?
A skip one-on-one meeting is a meeting with managers or senior leaders in the company with those who are in junior positions. It is important not to have the meeting with a direct report in order to get honest and accurate feedback. To be truly effective you must create an environment in which the employee feels comfortable. Ideally, the manager should have a relationship with the individual being interviewed. Remember these sessions are about listening and learning from different perspectives in the organizations.
Managers should come armed with questions about the business based on data they’ve reviewed in advance — both qualitative and quantitative.
Here are some questions you might want to ask in your one-on-ones:
Reiterate the objective of the project
Include in the agenda high-level milestones
Give a brief synopsis of the event. Include aspects like plans, timelines, and deliverables if applicable.
Summarize the incident. What happened compared to what should have happened? Provide context so other team members can understand.
Do any key stakeholders have discussion points to contribute? Share this template before the post-mortem meeting to gather feedback.
What barriers or unexpected obstacles arose that changed the outcome of this event?
Identify the main cause of each issue above. Be specific. Were objectives clear? Was the schedule realistic? Did any changes in scope occur?
Summarize the key insights from this post-mortem. How can we ensure this incident doesn't happen again? What should we do differently next time?
List any additional resources that can help the team address all risks and root causes identified.
What can be done now? Who is responsible? Clarify any next steps, who's completing them, and when they should be done by. Note this information here to share.
Check-in and good news
-- Break --
What should be the focus of this quarter?
Company top 3-5 priorities
Individual top 3-5 priorities
For Town Halls, access the meeting via a video chat. This is a powerful way of creating a shared experience across the entire company, wherever they are.
Town Halls are a great way to hear about what different teams and departments are working on by setting up demos, or sharing statistics with the entire company. In the absence of in person communication day today, it’s easy to run into the trap of different teams feeling siloed and out of the loop. It is also a good time for management and executives to reiterate the bigger picture in terms of company priorities.
The first card read aloud is called Town Hall Announcements. The 10 items in the checklist on this card are akin to the “10 commandments” for the company. These state the core philosophies of the company and the company culture. At the beginning of each Town Hall, someone reads these 10 principles out loud so that they are reiterated to the entire company. We always have a new hire read the list so that they become familiar with these philosophies.
The goal of a Town Hall is to have a transparent company wide meeting with an open forum for any employee to be able to ask questions, voice concerns, celebrate great contributions, or update the company on their work.
Anyone can add a card to Announcements/Questions with the goal of addressing every single card on the list during the town hall. If you add a card to the list, add yourself to the card so that the meeting moderator can call on you when your card comes up.
Town Hall meetings are not all business. The meetings are a rare opportunity when the entire team is together, which is especially novel in distributed companies. Take the time to build your employees up by establishing fun traditions and finding different ways to celebrate successes.
Of course, once a town hall is done this doesn’t mean it should be forgotten. Meeting Minutes from the Town Hall should be easily accessed by all employees after the meeting is over.
What is the main purpose of this sprint? Define key objectives below.
What user stories match the sprint goal? Share this with your team prior to the meeting so they can contribute. Break each user story down into individual tasks. Make sure each task has as much information as possible. Include important metrics.
List out the epics that we're planning to start or deliver during this sprint.
Revisit your definition of "done." Decide on the acceptance criteria that will be used to determine when each individual task is complete. Make sure all of this realistically aligns with your team's capacity.
What potential issues could come up based on the goal and sprint backlog? How can we solve them? Does the scope of work allot enough time for unexpected issues
What were the main insights and discussion points from this sprint planning session?
Get verbal confirmation from your team about the next steps to be taken. Clarify who's completing them and when they should be done by. Note this information here to share and assign.
How will we keep in touch and stay up-to-date about progress? Should we schedule a follow-up meeting?
Share updates on overall progress, key metrics, and anecdotes to give your team an up-to-date understanding of current initiatives.
Allow each team member to briefly share what they've been working on. This includes progress, obstacles, achievements, and any other information that would be valuable for the team.
Acknowledge big wins and milestones accomplished since the last weekly meeting. What valuable lessons were learned?
Have any issues or challenges come up since the last weekly meeting? Are there any particular problems a team member is stuck on? How can we help solve them?
Are there any new metrics, trends, customer feedback, or market influences we should be aware of? What about company announcements or industry news? Share any resources that would help the team understand these concepts better.
Summarize any other valuable information that was shared. It does not have to be directly related to the weekly meeting agenda.
What are the main priorities we should focus on for next week? How are we planning to approach these? What does success look like?
What were the main insights from this weekly meeting? Include key decisions made, progress reports, and any opportunities, issues, or concerns that should be shared with colleagues.
List all key stakeholders not present and other departments that this information should be shared with.
Clarify next steps for the entire team as well as each individual. Note who's completing them, and when they should be done by. You can assign these tasks from this template.
Whether your next customer meeting is your first or 15th with that client, you need an agenda. To build an agenda, you focus should be on answer these three questions:
How to specifically structure your agenda may vary based on your customer, but our library of 80+ meeting agenda examples should give you a good starting point.
As you get your meeting started, you want to grab everyone’s attention, set expectations, and then launch right into it!
As you wrap up your customer meeting, you should revisit any action items you’ve noted during the meeting and affirm that you’re on top of things. This is a good time to note who will be responsible for what, and when the customer can expect an update.
Then, end on a positive note, showing enthusiasm for your partnership and thanking your customer for their time.
Relax and smile
You may be stressed in an attempt to get started on the right foot. Don’t let that impact your body language (even on video conferencing).
Offer something of value for free
In addition to any materials in your welcome package, set the stage for a strong relationship by making an offer. This could be a resource, like a research or an ebook, or it could be to set up a training or consultation. It could even be minor, like providing advice based on the customer and your experience with other customers like them. Whatever it is, find a way to show your client that you’re deeply invested in their success.
Listen more than you speak
You may have landed this client, but you still have a lot to learn about their expectations, goals, and priorities. Ask a lot of questions, and listen actively. Even if you think you already know the answers, being a good listener will help build rapport, and you never know—you may learn something incredibly valuable after all.
Be specific about what you offer and how you can help
A common pitfall in initial client meetings is to be overly general. Instead, now is the time to be specific. What exactly will you do together? Who, how much, how often, measured in what way?
As a matter of fact, we do. This short, downloadable guide walks you through running a customer meeting that both strengthens customer relationships and improves company wide collaboration.
Get your free download: The Art of the Customer Meeting.
How to run your design meeting will depend a lot on what kind of design meeting it is. Is this a sync up between just a PM (or other product owner) and the designer? Is it a weekly meeting for the design team? A critique? Or is it a cross-functional meeting, with many stakeholders present?
Each of these types of meetings requires a slightly different approach. What is common between them, is a need to be upfront and clear about what the goals of the meeting are (and what they aren’t).
For example, here are some typical examples of design meetings:
Successful design projects usually need involvement from other stakeholders, but too much meddling can throw a wrench in the design process. As a general rule (that can sometimes be broken), input from non-designers is the most helpful at the beginning and end of a design process.
Early in the project, in the research phase, non-designers can be incredibly helpful. They can clarify how a design will be used, describe customer needs, and reveal requirements that might not be obvious about how the design should be used. If designers have experimented with multiple approaches to a problem, it can be useful to share these sketches early on.
Once the design specifications are clear, however, it’s often a good idea to let designers and project people iterate through the problem in a small team with minimal distraction. It’s during this time that small details can become a distraction for non-designers.
When a design is nearly complete, it’s once again helpful to invite key stakeholders to make sure the design is successful, and get buy-in before more resources are invested in making the design come to life.
Consider what can be removed from your agenda… and your invite list
Possibly the most common complaint about team meetings is that they are a waste of time. So the first step toward having a good team meeting is asking yourself whether everything on your agenda needs to be part of the meeting, and whether everyone needs to be there. By keeping a tight agenda and a smaller group, you’re sending a signal that people’s time is important.
Share your agenda in advance
Speaking of agendas, be prepared. Share your agenda in advance, so that the rest of the team know what will be discussed. This way, they can prepare their thoughts, and the meeting will run smoothly. If you surprise people with topics, those parts of a meeting can take longer.
Let other people talk
Many leaders and executives make the mistake of thinking that if they are running a meeting, they need to talk the whole time. Instead of Presenting on a topic for 30 or 60 minutes, structure your meeting so that others participate and even take the spotlight.
For a more in-depth structure to follow, check out Vital Meetings, the free guide to having shorter, fewer, and better meetings.
With executive time being so valuable, it’s important that exec meetings focus not on information sharing, but rather on discussion that leads to decision-making.
One strategy that works here, is to use action-oriented agendas. For example, instead of an agenda item called, “Priorities for next quarter” make a bold statement on your agenda: “Decide on top 3 priorities for next quarter.” This leaves no wiggle room for failing to meet the goal of the meeting.
If you take a look inside a manager’s calendar, it’s not uncommon to see 50-90% of their time blocked off in meetings. At first glance, this seems to make sense. If your primary function is leadership, should you spend the majority of your time with others? However, this kind of distribution often doesn’t leave enough time for strategic thinking and planning.
If you’re attending lots of meetings out of a need to stay in the loop, a better approach is to ask your team to take notes on important meetings, and share them with you (and other relevant stakeholders). A meeting management platform like Hugo can help, and many managers whose teams use Hugo report spending 20-50% less time in meetings because they can rely on skimming notes for less important meetings instead.
HR (human resources) is responsible for supporting recruitment, hiring, training, and managing. HR professionals meet with job applicants and current workers to support these goals in a variety of meetings, ranging from job interviews, to trainings, to one-on-one coaching sessions.
If your behavior at work is in the process of being addressed, you may need to meet with HR. This can be a stressful situation, but ultimately, if you handle yourself professionally, you should be able to come out of the meeting in good shape (and keep your job).
Here are a key tips to keep in mind:
Invite necessary decision-makers, but don’t cast too wide of a net. Since marketing often involves or impacts a lot of departments, it can be tempting to invite a lot of people to some marketing meetings. Instead, try to pair it down. If someone is being invited to the meeting only as an FYI, send them meeting notes instead.
The best meetings involve the whole room, not just one or two presenters. Here are a few ways to encourage more engagement:
Team meetings are among the most common and most important meetings in any workplace. Agendas for these types of meetings range wildly, but all topics usually fall into one of these categories:
One-on-one meetings have many benefits:
It’s good for the employee to feel ownership of their one-on-one because the meeting is primarily for their benefit. So, rather than having a manager set the agenda every time, the majority of the agenda should be driven by the employee. Of course, there should still be opportunities for managers to lead the conversation, especially when it comes to topics like coaching and performance. Using a meeting notes app that allows for easy, collaborative agendas can help.
Yes. The word one-on-one is always hyphenated, regardless of whether it is used as a noun, adjective, and adverb.
Writing all three hyphenated words out as one-on-one can be tedious. For brevity in your calendar invites, try using: "1:1" or "Name <> Name."