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I’m a big advocate of structured meetings, but some teams can feel choked by too much facilitation—as though they can’t talk informally, like they used to.

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I advise all my clients to follow this key success discipline that great managers routinely practice: They schedule a regular weekly 1 on 1 meeting with each of their direct reports.

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Last week I ranted a bit about how CEOs shouldn’t listen to the “time-wasting” bad rap that meetings have, but instead should make their meetings powerful, where they leverage the collective wisdom and experience of their top teams. This week I’m enumerating specific techniques to make meetings produce real results.

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I came across this article last week in the Wall Street Journal titled, “Where’s the Boss? Trapped in a Meeting” that made it sound like CEOs weren’t productive and spent large amounts of time in meetings, at lunches and traveling, with as little as six hours per week working solo.

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Debates are necessary tools, but ultimately decisions must be made.  Debates without decisions send your team round and round in circles. Here are the three most common manifestations of this distraction and four strategies for mitigation.

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How does your company make decisions?  Is your top team afflicted by one of these four illnesses?  Learn how to curb the infection and mitigate the damage.

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Leaders at all levels in growing companies need to make every minute count.  Meetings can be a great way to make decisions and draw upon the collective wisdom of a team.  They can also be colossal time wasters if run poorly.  If you are concerned that your company’s meetings are not as productive as they should be, try to adopt this bill of rights for meetings.  Feel free to adapt it to the needs of your organization.

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