Three Coaching Skills to Run Sharper Meetings

It is a common scenario in the professional world: a 30-minute meeting begins, the discussion bounces between various ideas, and the time runs out without a clear resolution. Participants leave wondering what was actually decided.

Meetings often derail because they lack focus, jump from one topic to another, and end without clear action items. The solution isn’t necessarily more agendas or stricter timekeeping—it’s about applying professional coaching skills. One does not need to be a certified coach to do this, but borrowing these three habits can transform a wandering chat into a sharp, productive session.

Here is how to bridge the gap between common sense and common practice.

1. Agree on the Goal (Not Just the Topic)

Most meetings start by agreeing on a topic.

• “The meeting is about winning that customer back.”

• “Let’s discuss the new project milestones.”

While this sounds organized, it is often a trap. A topic is broad and vague. To make the meeting sharp, the group must agree on the goal of the conversation itself.

Instead of just stating the topic, the question should be: "Given the 30 minutes available, what exactly can be achieved right now?"

This shifts the focus from a general cloud of ideas (e.g., "winning the customer back") to a specific target (e.g., "brainstorming two ways to reduce their dissatisfaction score"). Suddenly, the meeting has a specific destination.

2. Agree on a Measure of Success

Once a goal is established, the next step is defining what "done" looks like. This is often overlooked, but it is key to walking away with tangible results.

The critical question to ask is: "What needs to be in hand by the end of this meeting to call it a success?"

Teams appreciate tangible outcomes. This question forces the group to visualize the deliverable.

• Is it a drafted email?

• Is it a list of three specific action items?

• Is it a final decision on a budget line?

When a specific goal is combined with a clear measure of success, the meeting becomes a production session rather than just a discussion.

3. Establish the "Why"

The final layer to adding sharpness is establishing importance. Before diving into the details, it is valuable to ask:

"What makes this the most important thing to solve right now?"

This might seem redundant, but it connects the task to the bigger picture. In the case of an unhappy customer, asking "why" moves the conversation from fixing a tactical error to the strategic reality that "this client has been a partner for seven years, and retention is the top priority."

This creates alignment and motivation. It ensures everyone isn't just doing the work, but understands the value of the work.

The Hidden Cost of Skipping These Steps

It might feel like these questions take up valuable time at the start of a meeting. However, the investment pays off immediately.

The hidden cost of not doing this is having to schedule a follow-up meeting because the first one went off the rails. By using these coaching frames, leaders save time, keep conversations on track, and ensure that when the meeting ends, the work is actually done.