Meetings. They’re the heart of collaboration, the birthplace of ideas, and sometimes, the bane of our professional existence. We’ve all been there – sitting in a meeting that feels more like a time sink than a productive session. But over the years, I’ve discovered that the difference between a meeting that fuels progress and one that drains energy often comes down to two key elements: the agenda and the memo.

In my journey across various roles – whether coaching entrepreneurs, strategizing with nonprofit teams, or navigating complex real estate transactions – I’ve seen firsthand the transformative power of a well-structured meeting. But it didn’t always come naturally. There was a time when meetings felt like a necessary evil, a box to tick rather than a tool to wield. That changed when I began to truly understand the purpose of meetings and how to make them work for me, rather than against me.

The Agenda: Your Blueprint for Success

Think back to the last meeting you attended. Did it have a clear purpose? Was there a roadmap guiding the discussion? Or did it meander, with no real sense of direction? An agenda, I’ve learned, is more than just a list of topics – it’s the blueprint for success.

Early in my career, I found myself in a meeting that had all the makings of a disaster. There were too many voices, too many opinions, and no clear path forward. It was then that I realized the true value of an agenda. It forces you to ask the tough questions before the meeting even begins: Why are we meeting? What do we need to accomplish? How will we approach the discussion? And perhaps most crucially, what happens if we don’t?

These questions aren’t just about filling in blanks; they’re about setting a clear intention behind the gathering. Without an agenda, meetings risk becoming aimless, a collection of people talking past each other rather than working together. But with an agenda, you set the stage for a meeting with purpose – a meeting where the ‘why, what, how, what if, and why now’ of each topic is crystal clear.

I’ve found that when meetings are structured around these questions, they’re not just about making decisions – they’re about understanding the full context that informs those decisions. It’s about ensuring that when we do make a choice, we do so with complete clarity and conviction.

The Memo: Anchoring the Outcomes

On the flip side of the meeting is the memo – the unsung hero of productive collaboration. If the agenda is the blueprint, the memo is the anchor, ensuring that the outcomes of the meeting are not just discussed but acted upon.

I remember a project where the lack of follow-through was stifling our progress. We’d have meeting after meeting, full of great ideas and energy, but nothing seemed to move forward. That’s when I realized that our discussions needed an anchor, something to capture the essence of what was decided and, more importantly, what needed to happen next.

A memo isn’t just a recap of what was said; it’s a commitment to action. It distills the conversation into clear, actionable steps, ensuring that everyone knows what’s expected of them. Without it, the momentum built during the meeting can easily dissipate, leaving us to start from scratch the next time we convene.

In my experience, a good memo doesn’t just document – it drives action. It’s a reminder of our commitments, a tool for accountability, and a reference point we can return to as we move forward. In a world where priorities can shift in an instant, memos provide the continuity we need to stay on track.

The Power of Intentionality: A Lesson for Leadership

At the core of both the agenda and the memo is a commitment to intentionality. These tools aren’t just about better meetings; they’re about better work, better collaboration, and better outcomes. They remind us that our time – and the time of those we work with – is valuable, and that we owe it to ourselves and our teams to use that time wisely.

I’ve seen the difference that these practices can make. They transform meetings from a routine obligation into an opportunity for meaningful dialogue and thoughtful decision-making. And while they may seem like small, procedural elements, their impact is profound.

As I continue to encourage my team – and myself – to embrace the discipline of writing agendas and memos, I do so with the belief that these practices are about more than just efficiency. They’re about creating space for intentionality in everything we do. They’re about ensuring that every meeting serves its purpose and brings us one step closer to our goals.

So the next time you’re about to walk into a meeting, take a moment to ask yourself: Do we have a roadmap? Do we have an anchor? If the answer is no, consider what a simple agenda and a thoughtful memo could do to change that. Because in the end, it’s not just about having meetings – it’s about making our time together count.