How a designer can run a good meeting

If we agree a meeting is 3 or more people; designers are continually running meetings. Whether it’s gathering people to get a brief, workshop a direction, test a hypothesis or present a concept, online or off – a designer is often at the head of the table wrangling a group of people.  

There’s three difficulties around this. Firstly, a good meeting is the difference between a smooth project and a sh!tfight. Secondly because meetings have a reputation of time-suckers — time you will never get back. And thirdly, the most interesting people at a meeting are often the unheard.

So, here’s a few pointers I’ve found about running a good (design) meeting.

Firstly, understand a meeting is based on discussion

Why? 3 reasons:

• Expectations are important. If one person is standing up the front presenting, it’s not a meeting it’s a presentation.
• You can transform a presentation into a meeting by sharing a Loom or similar in advance. Then the meeting can be spent discussing the content, that’s good because
• Designers are no longer in the business of ta-daaaa! Clients with more time to consider their response are more likely to engage. Much better a thoughtful, robust discussion and decision in the meeting than suffer an inbox of ‘afterthoughts’ in the days following.

Start by clarifying expectations: we’re meeting today to discuss ‘xxxx’

Why: 3 reasons:

• Effective meetings have a purpose, a clear agenda and defined objectives. It’s respectful when asking for others for time.
• It’s a good test: when writing the objective you may decide you don’t need a meeting at all.
• Having an objective may avoid discussion going off on tangents and hidden agendas being raised.

Invite discussion by posing questions rather than listing topics.

Why? 2 reasons:

• Often clients are just unsure of how to comment. By posing questions we’re guiding the discussion to get the answers to the questions we need. For example, replace Budget as a topic by asking how many seats would need to be sold to meet a budget of $50K? That way you’re not only starting discussion, we’re guiding the discussion toward the answer we want – a budget of $50K.
• Because it helps participants understand what’s expected of them, and that may increase participation. Silence harms productivity because it reduces collaboration and stifles decision-making, and erode unity. How can you encourage more fruitful engagement?

Make it possible for the silent majority to be heard.

Why? 3 reasons:

1. 1. Sometimes the difficulty is not getting people to talk, it’s getting everyone to talk. It’s hard to ensure everyone has a voice and is heard. Some people are well-versed at being heard, others struggle, even though their views are often the most interesting.
   2. Consider allowing for written input before, during, or after meetings. That way, those who need time to digest and consider before giving an opinion may find it easier to join the discussion. It’s more inclusive.
   3. Share the lead. Consider rotating the meeting facilitation among all team members to give everyone a chance to lead. Giving those who are typically less vocal a structured role can help empower them to speak.

So what?

The act of creating is just one part of the business of design. Shepherding the design from brief to activation through the maze of people, processes and procedures takes time, effort and skill. Productive, decisive meetings can put the wind behind a design, easing decision-making and inviting collaboration.

Carol Mackay

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About Carol Mackay

After 30+ years running a design studio, I accumulated a pretty special network of fellow designers. One thing most have in common: a need for more information about the ‘business’ side of design. Most are impatient with any task competing for time spent doing what they love – designing so they wanted more info about how to work more efficiently and effectively.

Not me. I love that intersection between design and business. I built a career working with Ombudsman schemes, the Emergency Services sector and the Courts. My special power has always been an ability to use design to translate the difficult to understand or the unpalatable message.

I now use exactly the same skills with creative business owners. I translate the indigestible into bite-sized chunks of information. I share insights, introduce tools and embed processes to help others build confidence business decision-making skills. More confidence makes it easier to grasp opportunities. More confidence makes it easier to recognise a good client from the bad.

Outside DBC I have mentored with Womentor, AGDA The Aunties, and most recently Regional Arts NSW.
And I’m a proud volunteer and board member of Never Not Creative.

Always happy to chat, I can be contacted here.