Business Briefing: How to Run a Meeting

Keywords: Meetings, Productivity, Time Management, Leadership, Group Dynamics, Decision Making
Source: Harvard Business Review
Link: Read the full article on HBR.org
Author: Antony Jay
Published: March 1976
Est. Read Time (Original): ~60 minutes

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The Core Idea

In this classic 1976 essay, Antony Jay argues that while many meetings are a waste of time, they fulfill a deep and necessary human and organizational function that no technology can replace. He asserts that running a good meeting is a discipline, not an accident. The core responsibility lies with the chairperson, whose role is not to be the master of the group, but its servant. This requires a structured approach that manages both the subject (through a clear, detailed agenda and a logical discussion flow) and the people (by controlling the garrulous, drawing out the silent, protecting the weak, and encouraging a clash of ideas, not personalities).

Why It Matters for Business Today

In an era of endemic "meeting overload" and Zoom fatigue, Jay's principles are more relevant than ever. This article is the foundational playbook for restoring sanity and productivity to the most common of business rituals.

• Defines the "Why" of Meetings: Before getting to the "how," Jay provides a powerful framework for the six functions a meeting serves, such as defining the team, creating a "social mind," and building commitment. This gives leaders a clear justification for why a meeting is necessary in the first place.

• The Chairperson as Servant, Not Star: The article's most profound insight is its definition of the chairperson's role. Their self-indulgence is the "greatest single barrier" to success. By framing the leader as a servant whose job is to assist the group toward its best conclusion, Jay provides a powerful mental model for effective facilitation.

• A Timeless Tactical Playbook: The article is packed with concrete, actionable advice that remains best practice today: define the objective for every agenda item ("For discussion," "For decision"), start on time no matter what, protect new ideas from the "suggestion-squashing reflex," and always end on a note of achievement.

The Strategic Question for Leaders

Antony Jay argues that a meeting chairperson's most effective role is to be the "servant of the group," not its master. In your own meetings, how do you actively practice this servant-leadership model, ensuring that you are guiding the group to its own best conclusion rather than dominating the discussion and imposing your will?

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