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Bad Meetings Happen to Good People: How to Run Meetings That Are Effective, Focused, and Produce Results
Everyone hates poorly-run meetings—they’re a waste of time, and people dread them. If you consistently lead bad meetings, you lose trust and credibility. People notice.
But meetings are necessary, and even worthwhile. A well-run meeting can be one of the most efficient ways to move a project forward or solve a problem.
Imagine yourself consistently...
This book is your step-by-step instruction manual. Filled with expert guidance, time-tested checklists, real-life examples, and advice for how to handle problems that derail even the most well-planned meetings.
BY USING THIS BOOK, YOU’LL LEARN…
BY FOLLOWING THIS BLUEPRINT, YOU’LL BE ABLE TO…
But meetings are necessary, and even worthwhile. A well-run meeting can be one of the most efficient ways to move a project forward or solve a problem.
Imagine yourself consistently...
This book is your step-by-step instruction manual. Filled with expert guidance, time-tested checklists, real-life examples, and advice for how to handle problems that derail even the most well-planned meetings.
BY USING THIS BOOK, YOU’LL LEARN…
BY FOLLOWING THIS BLUEPRINT, YOU’LL BE ABLE TO…
186 pages, Paperback
Published October 18, 2017
158 people are currently reading
131 people want to read
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January 13, 2026In "Bad Meetings Happen to Good People: How to Run Meetings That Produce Results" by Leigh Espy, the everyday frustration of sitting through long, unfocused, and unproductive meetings is treated as a solvable problem rather than an unavoidable part of working life. The book starts from the simple truth that most people do not dislike meetings themselves; they dislike meetings that waste time, drift without purpose, and end with no clear decisions or next steps. Espy shows that when meetings are designed with intention and led with clarity, they can become powerful tools for alignment, problem-solving, and progress instead of energy drains.
A central idea in the book is that not every topic deserves a meeting. Too often, calendars fill up by habit rather than necessity. Information that could be shared through an email or a short update in a team channel is frequently given a full hour of group time, pulling people away from real work. Espy encourages leaders to pause before sending an invitation and ask whether live discussion is truly needed. Meetings are most valuable when they are used for decisions, collaboration, sensitive conversations, or creative problem-solving. When the purpose is simply to broadcast information, written communication is often more efficient and respectful of everyone’s time. Choosing not to meet can be just as important as choosing to meet.
When a meeting is genuinely needed, preparation becomes the foundation of success. Espy emphasizes that productive meetings begin long before anyone enters the room or logs onto a call. The first step is clarity of purpose. If the organizer cannot clearly state what the group should achieve by the end of the session, the meeting is likely to wander. A well-defined outcome, such as making a decision, agreeing on a plan, or resolving a specific issue, gives the discussion direction and helps participants prepare mentally. From there, a focused agenda translates that purpose into a practical roadmap. Short, action-oriented agenda items let people know what kind of thinking is required and prevent the conversation from dissolving into vague updates or side topics.
Time management is another key theme. Many meetings default to an hour simply because that is what scheduling software suggests, not because the topic actually requires it. Espy points out that shorter, tightly framed meetings often produce better focus and sharper thinking. When time is clearly limited, participants are more likely to come prepared and stay on point. Practical details also matter: ensuring the right people are present, checking technology in advance, and sequencing agenda items so that critical contributors can speak at the right moment. These small acts of foresight reduce friction and create a calmer, more professional atmosphere.
Once the meeting begins, leadership shifts from planning to facilitation. A good facilitator does not dominate the conversation but guides it with a steady hand. Restating the purpose at the start aligns everyone and signals that the time together has a clear reason. Throughout the discussion, the facilitator’s role is to keep the group oriented toward the desired outcome, encouraging participation while preventing the conversation from drifting or looping endlessly. This includes drawing out quieter voices, managing those who tend to speak at length, and summarizing key points so that shared understanding is maintained.
Espy also highlights the importance of emotional and social awareness. Meetings are not just exchanges of information; they are interactions between people with different communication styles, levels of confidence, and degrees of influence. Tension, disengagement, or confusion can derail progress if left unaddressed. By paying attention to tone and body language, and by naming issues calmly when they arise, a facilitator can keep discussions constructive. Conflict, when handled respectfully, can even be productive, helping teams surface different perspectives and reach stronger decisions.
Another recurring problem in meetings is the absence of closure. Discussions may be lively, but without clear conclusions, participants leave unsure of what was decided or what happens next. Espy stresses that effective meetings end with explicit summaries of decisions, responsibilities, and deadlines. This clarity transforms conversation into action and prevents the familiar experience of revisiting the same topics again and again because nothing was ever truly resolved.
The work does not stop when the meeting ends. Follow-up is presented as the bridge between talk and results. Timely notes that capture key decisions and assigned actions reinforce accountability and keep momentum alive. When responsibilities and timelines are clearly documented and shared, people are far more likely to follow through. Gentle check-ins before deadlines, rather than after they have been missed, further support progress and show that the meeting was not merely a formality.
Espy also addresses common disruptions, such as side conversations, multitasking, and dominant personalities. Rather than advocating rigid control, the book promotes calm, respectful interventions that refocus attention and rebalance participation. Setting expectations about presence and engagement, inviting different perspectives, and redirecting off-topic comments all contribute to a culture where meetings feel fair and purposeful. Over time, these habits build trust, as participants see that their time and input are genuinely valued.
Underlying all of these practical strategies is a broader message about respect. Well-run meetings signal that leaders respect their team’s time, attention, and expertise. Poorly run meetings, by contrast, communicate indifference and erode morale. When meetings are structured, focused, and followed through, they become moments of alignment that strengthen collaboration and speed up decision-making instead of slowing everything down.
In conclusion, "Bad Meetings Happen to Good People: How to Run Meetings That Produce Results" by Leigh Espy shows that ineffective meetings are not a personal failing or an unavoidable workplace curse, but a process problem that can be fixed with simple, consistent habits. By questioning whether a meeting is needed, preparing with clear purpose and agenda, facilitating with intention, and closing the loop through strong follow-up, any organization can transform meetings from time-wasters into tools that drive clarity and action. The book makes it clear that when meetings are designed thoughtfully, they stop draining energy and start moving work forward in a way that people can actually feel.
A central idea in the book is that not every topic deserves a meeting. Too often, calendars fill up by habit rather than necessity. Information that could be shared through an email or a short update in a team channel is frequently given a full hour of group time, pulling people away from real work. Espy encourages leaders to pause before sending an invitation and ask whether live discussion is truly needed. Meetings are most valuable when they are used for decisions, collaboration, sensitive conversations, or creative problem-solving. When the purpose is simply to broadcast information, written communication is often more efficient and respectful of everyone’s time. Choosing not to meet can be just as important as choosing to meet.
When a meeting is genuinely needed, preparation becomes the foundation of success. Espy emphasizes that productive meetings begin long before anyone enters the room or logs onto a call. The first step is clarity of purpose. If the organizer cannot clearly state what the group should achieve by the end of the session, the meeting is likely to wander. A well-defined outcome, such as making a decision, agreeing on a plan, or resolving a specific issue, gives the discussion direction and helps participants prepare mentally. From there, a focused agenda translates that purpose into a practical roadmap. Short, action-oriented agenda items let people know what kind of thinking is required and prevent the conversation from dissolving into vague updates or side topics.
Time management is another key theme. Many meetings default to an hour simply because that is what scheduling software suggests, not because the topic actually requires it. Espy points out that shorter, tightly framed meetings often produce better focus and sharper thinking. When time is clearly limited, participants are more likely to come prepared and stay on point. Practical details also matter: ensuring the right people are present, checking technology in advance, and sequencing agenda items so that critical contributors can speak at the right moment. These small acts of foresight reduce friction and create a calmer, more professional atmosphere.
Once the meeting begins, leadership shifts from planning to facilitation. A good facilitator does not dominate the conversation but guides it with a steady hand. Restating the purpose at the start aligns everyone and signals that the time together has a clear reason. Throughout the discussion, the facilitator’s role is to keep the group oriented toward the desired outcome, encouraging participation while preventing the conversation from drifting or looping endlessly. This includes drawing out quieter voices, managing those who tend to speak at length, and summarizing key points so that shared understanding is maintained.
Espy also highlights the importance of emotional and social awareness. Meetings are not just exchanges of information; they are interactions between people with different communication styles, levels of confidence, and degrees of influence. Tension, disengagement, or confusion can derail progress if left unaddressed. By paying attention to tone and body language, and by naming issues calmly when they arise, a facilitator can keep discussions constructive. Conflict, when handled respectfully, can even be productive, helping teams surface different perspectives and reach stronger decisions.
Another recurring problem in meetings is the absence of closure. Discussions may be lively, but without clear conclusions, participants leave unsure of what was decided or what happens next. Espy stresses that effective meetings end with explicit summaries of decisions, responsibilities, and deadlines. This clarity transforms conversation into action and prevents the familiar experience of revisiting the same topics again and again because nothing was ever truly resolved.
The work does not stop when the meeting ends. Follow-up is presented as the bridge between talk and results. Timely notes that capture key decisions and assigned actions reinforce accountability and keep momentum alive. When responsibilities and timelines are clearly documented and shared, people are far more likely to follow through. Gentle check-ins before deadlines, rather than after they have been missed, further support progress and show that the meeting was not merely a formality.
Espy also addresses common disruptions, such as side conversations, multitasking, and dominant personalities. Rather than advocating rigid control, the book promotes calm, respectful interventions that refocus attention and rebalance participation. Setting expectations about presence and engagement, inviting different perspectives, and redirecting off-topic comments all contribute to a culture where meetings feel fair and purposeful. Over time, these habits build trust, as participants see that their time and input are genuinely valued.
Underlying all of these practical strategies is a broader message about respect. Well-run meetings signal that leaders respect their team’s time, attention, and expertise. Poorly run meetings, by contrast, communicate indifference and erode morale. When meetings are structured, focused, and followed through, they become moments of alignment that strengthen collaboration and speed up decision-making instead of slowing everything down.
In conclusion, "Bad Meetings Happen to Good People: How to Run Meetings That Produce Results" by Leigh Espy shows that ineffective meetings are not a personal failing or an unavoidable workplace curse, but a process problem that can be fixed with simple, consistent habits. By questioning whether a meeting is needed, preparing with clear purpose and agenda, facilitating with intention, and closing the loop through strong follow-up, any organization can transform meetings from time-wasters into tools that drive clarity and action. The book makes it clear that when meetings are designed thoughtfully, they stop draining energy and start moving work forward in a way that people can actually feel.
January 29, 2023
What are your favorite quotes from the book?
"Time and attention are the most valuable things we have."
"Recognize that you are a work in progress. You won't know everything, but neither does anyone else. You're constantly learning, and failures are opportunities to grow."
What is a specific real world application that you will be able to make from what you learned in this book?
Lay out better meeting agendas. "If there's no clear agenda or goal, it will be a poor use of everyone's time. Be clear on the meeting goal. 1. What items do we need to address in the meeting? 2. What results do we want to accomplish?" Clarifying this before the meeting will reduce unnecessary delays to get to the goal of the meeting. I liked the idea of using action verbs to begin of each line of the agenda as this will clarify and lead to the desired result of the agenda item. Also predetermining the time for each agenda item will help keep the meeting on track to end timely.
What is the one thing that you think you will do differently or think differently about since you read the book?
I will be more selective inviting attendees to help keep the meeting on point in order to make the necessary decisions and not waste peoples time and company resources. "Remember that the more people you include in the meeting, the harder it will likely be to reach a decision. Don't include people who don't need to be there or the meeting could become unproductive." "Don't invite people who simply want to observe. If these people aren't important to the discussion, then it is a waste of their time (and company money) to have them sit in the meeting.'' - When setting up meeting room layouts, I will be more aware of doing so in a Fashion that addresses the needs of
the meeting as well as not providing opportunities for attendees to be easily distracted. - Also when splitting attendees into smaller groups, I will pay closer attention to who is in each group ensuring that we do not split up those who tend to dominate conversations. Keep them in the same group allows the other groups to be more successful as they will have better conversations.
What is one point you disagreed with, or at least questioned, in this book?
"Let the speaker know that you're listening. Nodding and facial expressions can indicate that you're listening. You might say "yes" or "uh-huh" as they talk to indicate you're engaged." I find this distracting when leading a meeting and god knows how many times I have said "uh-huh" and not actually heard what a person was saying.
"Time and attention are the most valuable things we have."
"Recognize that you are a work in progress. You won't know everything, but neither does anyone else. You're constantly learning, and failures are opportunities to grow."
What is a specific real world application that you will be able to make from what you learned in this book?
Lay out better meeting agendas. "If there's no clear agenda or goal, it will be a poor use of everyone's time. Be clear on the meeting goal. 1. What items do we need to address in the meeting? 2. What results do we want to accomplish?" Clarifying this before the meeting will reduce unnecessary delays to get to the goal of the meeting. I liked the idea of using action verbs to begin of each line of the agenda as this will clarify and lead to the desired result of the agenda item. Also predetermining the time for each agenda item will help keep the meeting on track to end timely.
What is the one thing that you think you will do differently or think differently about since you read the book?
I will be more selective inviting attendees to help keep the meeting on point in order to make the necessary decisions and not waste peoples time and company resources. "Remember that the more people you include in the meeting, the harder it will likely be to reach a decision. Don't include people who don't need to be there or the meeting could become unproductive." "Don't invite people who simply want to observe. If these people aren't important to the discussion, then it is a waste of their time (and company money) to have them sit in the meeting.'' - When setting up meeting room layouts, I will be more aware of doing so in a Fashion that addresses the needs of
the meeting as well as not providing opportunities for attendees to be easily distracted. - Also when splitting attendees into smaller groups, I will pay closer attention to who is in each group ensuring that we do not split up those who tend to dominate conversations. Keep them in the same group allows the other groups to be more successful as they will have better conversations.
What is one point you disagreed with, or at least questioned, in this book?
"Let the speaker know that you're listening. Nodding and facial expressions can indicate that you're listening. You might say "yes" or "uh-huh" as they talk to indicate you're engaged." I find this distracting when leading a meeting and god knows how many times I have said "uh-huh" and not actually heard what a person was saying.
April 27, 2018
Great overall guide
This book covers all aspects of the meeting process from landing the meeting through follow ups. Great examples of what could go wrong ad how to prevents problems from occurring. Practical tips and stories to solidify the concepts. Also many useful templates to help get started right away. The key is being disciplined enough to follow the many aspects of leading a successful meeting for is intended purpose that will result in overall progress. I highly recommend for beginners and skilled facilitators.
This book covers all aspects of the meeting process from landing the meeting through follow ups. Great examples of what could go wrong ad how to prevents problems from occurring. Practical tips and stories to solidify the concepts. Also many useful templates to help get started right away. The key is being disciplined enough to follow the many aspects of leading a successful meeting for is intended purpose that will result in overall progress. I highly recommend for beginners and skilled facilitators.
March 21, 2020
Good, especially for new people in the corporate world
Much of what's in this book I've learned the hard way as the author describes at the beginning. Even still knowing a lot of it there were some gems and areas I can improve. I recommend this for anyone going the corporate world and would recommend managers to purchase it for new hires because the question of, "Should this be a meeting" is one many still don't ask.
Much of what's in this book I've learned the hard way as the author describes at the beginning. Even still knowing a lot of it there were some gems and areas I can improve. I recommend this for anyone going the corporate world and would recommend managers to purchase it for new hires because the question of, "Should this be a meeting" is one many still don't ask.
May 12, 2019
Great book!
Great book with lots of important information on how to make meetings count and run better meetings. Some things may be obvious, but together this presents a great resource to keep handy when you run meetings all the time.
Great book with lots of important information on how to make meetings count and run better meetings. Some things may be obvious, but together this presents a great resource to keep handy when you run meetings all the time.
January 29, 2020
Solid overview for someone new
If you're new to the corporate world and need a book on how to run a solid meeting then this book is for you. Personally, I was looking for something with a little more depth when it relates to 1:1 meetings and I couldn't find that here.
If you're new to the corporate world and need a book on how to run a solid meeting then this book is for you. Personally, I was looking for something with a little more depth when it relates to 1:1 meetings and I couldn't find that here.
January 7, 2025
Informative and easy to read and understand. Some of the action items in the book are useful for people beginning their management career while others are targeted to seasoned project managers.
Displaying 1 - 7 of 7 reviews