running-effective-meetings

SKILL.md

Frameworks for running more effective meetings drawn from 40 product leaders.

Separates meetings into strategic (open-ended discussion) and operational (structured updates) to prevent mixing incompatible formats

Emphasizes that meetings should only host discussion; discovery and decision-making belong in async channels

Provides structured closing questions (what was decided, who does what by when, who else needs to know) to ensure alignment and prevent re-meetings

Includes guidance on priming phases, pre-reads, state changes in virtual settings, and ruthlessly minimizing calendar load

Flags common mistakes like status-update meetings, missing context-setting, and unclear decision-makers

Running Effective Meetings

Help the user run more effective meetings using frameworks from 40 product leaders.

How to Help

When the user asks for help with meetings:

Question the meeting's necessity - Ask if this could be async or if a meeting is truly needed

Clarify the purpose - Determine if it's for discovery, discussion, or decision

Design the structure - Help them create an appropriate agenda and process

Ensure follow-through - Guide them on capturing decisions and next steps

Core Principles

Separate strategic from operational meetings

Naomi Gleit: "We have one weekly sort of strategic meeting. It's more open-ended, there is time for discussion... We also have one weekly operational meeting, which is highly structured where we go through all of the priority projects." Don't mix unstructured strategic discussion with structured operational updates.