Learn this equation. No leader + no documentation + no follow up = waste of time. Every meeting has to have a leader, a stated purpose, a start and end time, and a valid reason for each and every person to be there. The leader documents conclusions, plans, action items, whatever, then follows up.
Do you even know what you’re doing? Every leader should know how to run effective meetings, like how to set ground rules for constructive engagement, how to use tools like Parking Lots to take issues offline, and how to bring people to consensus.
Have them in the afternoon. I once read in a Scott Adams Dilbert book (no, I’m not kidding) that people do their best work in the morning, so you should have meetings in the afternoon. I asked my staff and they agreed unanimously. Turned out to be a great move. Also most people are more relaxed after lunch. Don’t ask me why.
Beware the hive mentality. I’ve worked with companies where executives were double and triple booked in meetings most days and managers were required to have weekly one-on-ones with their boss and staff (and monthly with peers). How in the world do CEOs expects their management teams to get anything done that way?
Lose the hallway meetings. Founders and other start-up executives are often fond of ad-hoc hallway meetings. The problem is that decisions are made without input from key stakeholders. Sometimes that’s a smokescreen for passive-aggressive behavior. Other times it results in strategy du jour. Either way, it destroys organizational effectiveness.
Challenge the status quo. If you run a periodic staff meeting, occasionally ask your team what you can do to improve it and help make them more effective. You’ll usually get at least one good suggestion. Not only that, but your folks will appreciate it.