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We’ve all been in those meetings. The ones where the agenda is vague, the same few people dominate, decisions are left hanging and everyone leaves slightly unsure what’s actually been agreed.
Sometimes the meeting feels busy, but nothing really moves forward.
That’s a problem for businesses and teams because meetings are where so much important work happens. Ideas are shared. Decisions are made. Priorities are clarified. Problems are solved. Relationships are strengthened or, sometimes, strained.
So if meetings are unclear, unfocused or poorly chaired, the cost is higher than a wasted hour in the diary. It affects performance, morale, productivity and trust.
That’s why I see chairing and participating in meetings as a communication skill, not an admin task. It’s a leadership skill that’s well worth learning.
When teams know how to run meetings well, contribute clearly and understand each other’s communication styles, meetings stop being something people endure and start becoming a genuine competitive advantage.
The problem: meetings often reward the loudest voice
One of the biggest issues I see in meetings is that they often reward whoever speaks first, longest or loudest.
That doesn’t mean those people are trying to dominate. Often, they’re enthusiastic, fast-thinking or keen to move things forward. But if the meeting isn’t chaired well, quieter voices can disappear.
I know what that feels like.
As an introvert who used to struggle to speak up, I understand how easy it is to sit in a meeting with something valuable to say but never quite find the right moment to say it.
By the time you’ve formed your thought, the conversation has moved on. Or someone else jumps in. Or you decide it’s probably not worth saying after all.
That’s not just a confidence issue. It’s a business issue. When only certain voices are heard, teams miss insight. They miss the challenge. They miss creative thinking. They miss the perspective of people who may be observing something others haven’t noticed.
At the same time, people who are more direct or outspoken can become frustrated if meetings feel slow, vague or repetitive.
So the problem isn’t that one style is right and another is wrong. The problem is that most teams haven’t been taught how to communicate across different styles.
Better meetings start with better understanding
This is where tools like DISC profiling and Motivational Maps can be so useful. DISC helps teams understand different communication styles. Some people are more direct and results-focused. Some are more people-focused and collaborative. Some value stability and time to process. Others are detail-focused and want evidence before making a decision.
When teams understand these differences, meetings become less personal and more productive. Instead of thinking, “Why are they being difficult?” people can start thinking, “What does this person need in order to contribute well?”
Motivational Maps adds another layer by helping people understand what drives each person at work.
One team member may be motivated by achievement and progress. Another may be motivated by security, belonging, recognition, learning or making a difference.
That matters in meetings because motivation affects how people engage. Someone who values achievement may want clear decisions and action points. Someone who values belonging may be highly tuned in to whether people feel included. Someone who values expertise may want enough depth before moving forward. Someone who values autonomy may resist meetings that feel like unnecessary control.
When you understand this, you can lead and participate in meetings with much more awareness. You stop expecting everyone to communicate, decide and contribute in exactly the same way.
The role of the chair: create clarity and participation
A good meeting leader doesn’t just keep time. A good chair creates the conditions for useful communication.
That means setting a clear purpose for the meeting before it starts. Is this meeting for discussion, decision-making, problem-solving, planning or information-sharing? Those are not the same thing. If people don’t know the purpose, they don’t know how to participate.
The chair also needs to manage the energy in the room. That includes making space for quieter people, keeping dominant voices from taking over and noticing when the conversation is going round in circles.
Sometimes that means asking, “We’ve heard a few views on this. Is there anyone who hasn’t spoken yet who sees it differently?” Sometimes it means saying, “Let’s bring this back to the decision we need to make.” Sometimes it means pausing before moving on so people have time to think.
These may sound like small things, but they can completely change the quality of a meeting.
The role of participants: contributing with clarity
Meeting training isn’t only for the person chairing. Participants have a responsibility too.
Good participation means coming prepared, listening properly and making contributions that move the conversation forward. It also means knowing how to disagree constructively, ask useful questions and summarise your point clearly.
Too often, people either say nothing or say everything. Neither is helpful. A strong meeting contribution is clear, relevant and purposeful. It doesn’t need to be long. In fact, some of the most powerful contributions are short because they help the room see something more clearly.
This is especially important in hybrid meetings, where it’s even easier for people to disengage or be overlooked. If teams don’t have good meeting habits, hybrid working can make existing communication problems worse.
Meetings shape culture
The way a team meets says a lot about the way a team works.
If meetings are unclear, rushed or dominated by a few voices, that often shows up elsewhere in the culture. If meetings are thoughtful, focused and inclusive, that creates a different standard. People feel heard. Decisions become clearer. Accountability improves. Conflict is easier to handle because communication is more intentional.
That’s why leading and participating in meetings should be seen as a core business communication skill. It’s not about making meetings more formal, it’s about making them more effective.
When teams understand their communication styles, motivations and responsibilities in meetings, they can work together with far more clarity and trust, and in a competitive market, that matters. The teams that communicate well internally are the teams that move faster, solve problems better and make stronger decisions.
Meetings shouldn’t drain the energy from your business.
Done well, they create momentum.
