I’ve written some more philosophical posts over the last few weeks. I decided to return to some basic best practices that can make you a more effective technical leader in your role today. One common problem in almost every organization is ineffective meetings. Here’s a simple tactic that can make any meeting more effective.

Some of the worst meetings end without any clarity to what was decided or what comes next. I imagine most of us have been in these meetings. These meetings end with a whimper. Attendees leave because they have to get to their next meeting. Others attendees keep talking to a smaller and smaller audience. You can make a meeting more effective by restating and summarizing decisions and next steps.

Pick your timing. When your meeting is five or ten minutes before the scheduled end time, find a break in the conversation to say “I see we have about five minutes left and some folks probably need to leave for another meeting. Let’s summarize decisions and next steps.” You can take the lead with any notes or actions you have written down. You then ask “What decisions have we made?” and “What are key next steps?"

Verbalize a short summary of what you think the key takeaway from the meeting. What would you tell someone who was not in the meeting? Consider the exercise as if you are relaying to the CEO what happened. For example, “We agreed that we need to focus on expenses and revenue in order to better manage short-term cash flow.” Don’t worry if you’re wrong. Other attendees will jump in if they disagree or if you miss something. If not, ask someone specifically “Do you agree?” The summary of meeting will also help with identifying action items.

Vocalize next steps and start with what needs to be done. For example, “We need to get clarity on all upcoming expenses in the short-term by Friday.” This statement is good in that it has a deadline. It can be improved by adding actual individuals and deliverables. When you get agreement on the first statement, you can restate for effect “Each of us in this room will send a list of upcoming expenses to the CFO by Friday.” This item is very specific and measurable and is assigned to each attendee.

Assign a person who will take on a next step. I have been in less effective meetings where nobody is assigned to follow-up even when next steps are captured. You can start by establishing the need, for example “We need to schedule a meeting with the client to follow-up on their request.” Once you have agreement, you can ask “Who can take on this task?” Don’t assume you have to own all the tasks. Let the group consider the question for a moment until someone volunteers.

Scheduling a continuation meeting is an action item. There are times when it feels like the conversation isn’t yet over. One possibility in this situation is to say “It feels like we need more time. Let’s agree to schedule another 30 minutes with this same group of people before the end of week to conclude the discussion.” Once you have agreement, you can ask "who will schedule that meeting?"

Even when you aren’t officially leading a meeting, you stand out as an effective leader when you take control of closing a meeting effectively. When you summarize and establish next steps you communicate progress and move the ball forward. Everyone in the meeting will appreciate your help.