An agenda should help a group reach an outcome. Write that outcome at the top. Then give the meeting owner a simple way to keep the group moving toward it.
The curriculum's meeting guidance sheet, originally created by Ian Tien at Mattermost, is a useful starting point. This is an adaptation you can copy into your next meeting.
Before the meeting
- Meeting: What is this meeting called?
- Owner: Who is responsible for running it?
- Attendees: Who needs to participate?
- Outcome: What should be decided or accomplished?
- Preparation: What should everyone write, read, or comment on?
- Preparation time: If it isn't done, when will we do it together?
Make the desired outcome specific. “Discuss hiring” leaves the group guessing. In an illustrative hiring meeting, “Decide which role we will hire next” gives the conversation a finish line.
During the meeting
List the work that needs live conversation. Give each item a time limit and name the decision-maker where a decision is required.
Keep the written updates available. Don't make people repeat everything they already wrote. Use the conversation to resolve questions and make the decisions the preparation exposed.
An example sequence:
- Brief personal check-in.
- Read any preparation that still needs attention.
- Work through the questions that need discussion.
- Record the decision and agreed actions.
- Collect written feedback.
Adjust the timing to the actual work. This is a structure, not a requirement to fill every available minute.
Before everyone leaves
For each action, record the person responsible and the due date. Ask the person to confirm the commitment. Put it in the tracker the team already reviews.
Then ask two questions: Did we achieve the hoped-for outcome? What should we change next time?
The guidance sheet uses “Like” and “Wish That” to invite feedback. Keep it easy to complete. A short written answer is enough to surface something the meeting owner can improve.
Use the agenda again
At the next meeting, review the commitments that are due. Carry forward the relevant decisions and unresolved questions. The agenda becomes useful when it supports a continuing routine, not just one well-organized conversation.