Running and Participating in Meetings

Meetings are one of the most common activities in professional life, yet they are also one of the most frequently criticised. Research consistently shows that a large proportion of meetings are considered unproductive by the people attending them. Time is spent without clear decisions being made, discussions drift off topic, and participants leave uncertain about what was agreed or what they are expected to do next. For non-native English speakers, the challenge is even greater — not only must you follow a fast-moving discussion, but you must also find the right moment and the right language to contribute effectively.

Despite their reputation, well-run meetings remain one of the most powerful tools in any organisation. They bring people together to share information, solve problems, align on strategy, and build working relationships that cannot easily be formed through email or messaging alone. The difference between a productive meeting and a wasted one usually comes down to preparation, structure, and the communication skills of the people involved. Understanding how to run a meeting well — and how to participate in one confidently — is therefore a high-value professional skill.

The person who runs a meeting is usually called the chair or facilitator. This role carries significant responsibility. A good chair opens the meeting clearly, states the purpose, and sets expectations for how long each item will take. They guide the discussion to ensure all agenda items are covered, keep the conversation focused when it drifts, and make sure that quieter participants have the opportunity to speak. At the end of the meeting, they summarise what was decided and confirm who is responsible for each action point.

Effective chairs use specific language to manage discussions professionally. To open: "Thank you all for coming — let's get started. The purpose of today's meeting is..." To keep things on track: "That's an interesting point, but let's park that for now and come back to it later." To invite contributions: "We haven't heard from everyone yet — [Name], what's your view on this?" To close an item: "So we're agreed that... — let's move on to the next point." Learning and practising these phrases gives you control over the room and projects confidence, even when the discussion becomes difficult.

For many professionals, especially non-native speakers, the hardest part of a meeting is not understanding what is being said — it is finding the right moment to speak and expressing ideas clearly under time pressure. In many English-speaking business cultures, silence is often interpreted as lack of engagement or agreement rather than thoughtfulness. This means that waiting too long before contributing can create the wrong impression, even if your intentions are entirely professional.

There are several strategies that experienced meeting participants use. Signalling that you want to speak before jumping in — for example: "Can I just add something here?" or "I'd like to come back to an earlier point if I may" — is more effective than interrupting. When you want to disagree politely, phrases such as "I take your point, but..." or "I see it slightly differently — in my experience..." allow you to push back without creating conflict. If you miss something or need clarification: "Sorry, could you say that again?" or "Just to make sure I've understood — are you saying that...?" These phrases show active engagement and are entirely natural in professional English conversation.

The rise of remote work has made virtual meetings — conducted via platforms such as Zoom, Microsoft Teams, or Google Meet — a standard part of professional life. While the core communication skills remain the same, virtual meetings bring additional challenges. Technical problems, background noise, and the absence of body language can all make communication more difficult. Experienced virtual meeting participants mute themselves when not speaking, use the raise hand function to signal they want to contribute, and follow up in the chat if they cannot get into the conversation verbally.

Regardless of whether a meeting is in person or online, the follow-up is critical. A well-written meeting summary — sometimes called meeting minutes — should be sent to all participants within 24 hours. It should include the key decisions made, a list of action points with named owners and deadlines, and any items that were parked for future discussion. Without a clear follow-up, even a productive meeting can lose momentum as people return to their daily work and forget what was agreed. The follow-up is not just an administrative task — it is a communication tool that keeps teams accountable and projects moving forward.