When you’re in sales, meetings are where the magic happens. Whether it’s an initial sales call or the one where you close the deal, having great conversations is a key component of your job. But meetings with prospects aren’t the only meetings that you attend. There are also one-on-one and team meetings that you use to drive your company’s internal sales process.
Here we have a library of agenda templates for all of the most common meetings that salespeople attend, from discovery calls all the way to launching a customer. The agenda templates below are pulled from our library of 80+ meeting agendas which you may find helpful for your other meetings as well. 👇
What are the customer's main objectives and ideal outcomes? How does our product help? What challenges does it solve for them?
Outline your process for achieving these primary goals. Include actionable steps toward time to first value and milestones afterward. The process should lead back to and align with their ideal outcomes as closely as possible.
What features, processes, or aspects of your product does the client need to understand during the customer onboarding process? How can we make this as simple and stress-free as can be?
Set expectations for each step of the customer onboarding process. Are there any potential setbacks or sticky points the client should be aware of? How will our team help?
Introduce or brief the client on key team members they may interact with during their customer onboarding journey. Who can they reach out to with questions or concerns?
Did any issues or concerns arise during the customer onboarding meeting that could jeopardize engagement or retention? How can we mitigate these risks
Were any opportunities to increase spend or engagement identified during the initial customer onboarding meeting?
Create a list of takeaways for both your team and the customer. Assign actionable steps to your team. Share key information and implementation process with the customer.
How will we keep the customer in the loop? Should we schedule a check-in?
What is the purpose of this partnership check-in? To review current initiatives? To explore new opportunities?
Set a date and time for your next partnership check-in.
Review sales targets and performance goals against actual performance. Contextualize the numbers. Review your position in the competitive landscape—are we where we want to be?
What’s working? Can/should we invest more in what’s working?
What’s not working? Should we change course? What needs to happen to make it work? (i.e. more resources, alternate organizational structure, etc.)
What new market opportunities have us excited? How can we capitalize?
What new sales and marketing campaigns are coming up? Do we have the proper resources in place to execute on these initiatives?
Provide time for open discussion. Is there anything else you want to talk about?
Should we schedule another one-on-one?
Start with an open-ended question. How was last week? What’s been working well for you lately?
What have we accomplished since our last meeting? Note progress on important accounts or sales targets.
Are you facing any specific problems? How can we solve them? What support do you need? Problem-solve specific situations and create action items.
How are we doing? Are we headed in the right direction? How can we (SDR and/or Sales Leader) be better?
Are we supporting your personal and professional goals? If not, how can we?
Provide time for open discussion. Is there anything else you want to talk about?
How will we keep in touch and stay up-to-date about progress? Should we schedule another one-on-one?
May want to include company level updates that may be interesting/spur ideas or a product/service overview if appropriate
Product focused discussion on current or prospective integration
Co-marketing, how can we promote the partnership and/or how have promotions fared
List your questions and any they may have had from prior convos
Raw notes go here before you consolidate in to bullet points
What problem does the potential partner solve for their clients? What are their past successes? What's their reputation?
What do we want to achieve with this partnership? What does the other party want to achieve?
What is the opportunity for both of our organizations? What value do we provide each other? How do we help each other achieve our respective objectives?
How does each party define success? What are the steps required from each of us to accomplish this? What will be the criteria to measure success?
What is the timeline for this collaboration? When would each party have to deliver by?
What is each party's ideal working relationship? What is the best way to contact each other?
Were any key factors identified that could block progress or prevent the partnership from being successful?
Do you believe this partnership is viable and should occur? What is the partner's level of interest?
What were the main insights from this partnership discovery meeting? Note and share them here.
Where to from here? Clarify and list all actionable steps for both parties, who's completing them, and when they should be done by. List all actionable steps here to share.
Don't forget this fundamental question to ensure your call achieves its outcome.
Consider the job-to-be-done. What is the customer looking to achieve?
Which roles, types of users and departments?
Which product, solution or workaround will your product be replacing?
This is an important consideration so you can convey value over the alternative.
Make sure you capture these questions to understand what the customer needs to know, and how you could improve your pitch next time.
Sales calls are a great source of bugs, feature requests, and improvements to pass on to the rest of the team.
What is the purpose of this meeting? How does it factor into our sales funnel? Is it for initial awareness or to close the sale? List any objectives or main talking points.
Give an overview of where this lead is in our sales process. Mention key context (goals, pain points, how our solution helps, timeline, etc.) that would allow other team members to gain an up-to-date, accurate understanding of the prospect.
What new information or material did you provide the prospect during this sales conversation?
How was the new information received by the prospect? What was their response?
Note any substantial progress made during this sales conversation.
Identify any potential issues or concerns that could lead to prospect disengagement or undermine the sales potential.
Are there any other discussion points you should note and share with colleagues? Mention any changes or new information that could affect the sales or implementation process.
Where does the prospect now stand in our sales process? Why?
What are the next steps? Share key information and actionable steps with your team and the prospect if necessary.
Share updates on overall progress, key metrics, and anecdotes to give your team an up-to-date understanding of current initiatives.
Let each team member provide a quick update of deal statuses, outreach progress, and other endeavors since the last sales meeting. Note any key information here.
Acknowledge big wins and milestones accomplished since the last meeting. What valuable lessons were learned?
Have any issues or challenges come up since the last team catch-up? How can we help solve them?
Cover any new information the team should be aware of. This includes company announcements, industry news, and any unforeseen developments.
Are there any new metrics, trends, customer feedback, or market influences we should be aware of? Are there any resources that would help the team understand these concepts better?
Was any other valuable information shared? It does not have to be directly related to the meeting topic. Summarize these discussion points here.
What were the main insights from this sales meeting? Include key decisions made, progress reports, and any opportunities or issues that should be shared.
What are the upcoming objectives for the entire team as well as each individual? Clarify next steps, 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 another meeting?
Get a high-level overview of the lead to gauge how well they match your ideal customer profile. What do they do? What industry are they in? How big is their company?
How did they find out about us? What compelled them to approach us? Are they a referral? Did they see an ad?
What are the prospect's main objectives and ideal outcomes (both qualitative and quantitative)? How does our product help?
What are the prospect's main pain points right now? Why are they seeking a solution now? What prevented them before?
How are they dealing with these challenges? Do they currently use any competing products or vendors? What other solutions are they evaluating?
What unique value does our solution provide for the prospect? What benefits or features are they most interested in?
What is the timeline for implementation? When does the potential customer need a solution in place by?
What are they currently spending on this issue? Do they have a budget allocated for it? If not, when do they expect they will?
Has the potential customer raised any concerns about our offering? What obstacles could crop up and derail implementation? How can we address these?
Are there any other topics or discussion points you should note and share with colleagues?
Do you qualify this lead as an ideal long-term successful customer? Why or why not?
What are the next steps? Share key information and actionable steps with your team.
Create urgency; remind team of upcoming due dates and sales deadlines.
Announce product changes. Welcome new team members. Provide other updates relevant to the day-to-day (i.e. company holidays, policy changes, staff vacations, etc.)
Review one to two potential sales, system or process improvements (i.e. maximizing sales tools, writing great emails, etc.)
Provide an update on who has been hitting their numbers. Recognize top performers.
Share thought-provoking insights, quotes, or other motivational content. Get the team thinking high-level.
What will you take away from this meeting into your day? Open the floor for reps to share their takeaways for the day’s stand up.
Contract Sign Date:
Most engaged user:
Buying Decision Maker:
Team who will be using the product the most:
Customer Success Manager:
Sales Team Member:
Other Key Stakeholders & Their Roles:
What is the main business objective of the customer? How do they generate revenue?
What challenges or pain points does our product solve for the customer? What benefits or features are they most interested in?
Is the customer migrating from a competitor? Why?
How will the customer determine if our product is helping them meet their business goals?
What key metrics will we use to make sure the customer is healthy and we are successful?
Some suggestions (find this information in Vitally):
Number of Users
What is the customer's ideal working relationship? What is the best way to contact them?
How can we tailor the product or experience to better suit the customer? What features do we want to encourage the customer to use based on their business goals?
Were there any hesitations or hiccups encountered during the sales process? How can we ensure these don’t happen during and after the customer handoff?
What do we need to do next to keep the customer healthy? List all actionable steps and the team member responsible for each one.
What are the next steps for the customer? Is any training required? More feature implementation?
Is there any other information worth sharing?
Add Vitally for the suggested metrics
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."