First, get clear on the meeting’s purpose [1].

Are you meeting to build relationships, to share information, to plan, to make sense of data, to work through a disagreement or to do something else?

Is a meeting needed? If you’re sharing information, for example, could that be done in an email? Or delivered in a short video or visual update?

If a meeting is needed, consider what format might best meet your purpose. If it’s not a standard meeting it might be something else – a meal, a yarn, a creative session etc.

For examples see: Method cards from NSW Health and Beyond Sticky Notes.

Don’t be afraid to postpone a meeting if the purpose isn’t clear.

• right relationships
  are we building relationships before and after meetings?
  Meeting well starts beforehand – with one-to-one conversations, planning for access and inclusion, co-deciding what to cover in a meeting and carefully selecting a place and time to meet.
  
  
• right place
  are we meeting at comfortable and accessible places?
  Many clinical places aren’t accessible to consumers, carers or community. Some places have bad histories for individuals or groups. Sometimes online is more accessible.
  
  
• right pace
  who are we leaving behind?
  Community members often feel rushed to make decisions by researchers. Meetings often don’t have breaks or might start abruptly without time for connecting to each other and to Country or for taking time to settle in.
  
  
• right time
  are we meeting at times that support consumer, carer and community participation?
  9–5 meetings often aren’t accessible to consumers. Some meetings may need to happen outside ‘work hours’ to hear from people who usually can’t be included in research.

Meeting well starts before the meeting. Below we share six additional practices to try out.

1. give people time and ways to prepare
   Giving people time and tasks to prepare creates useful meetings and respectful relationships. By ‘time’ we mean sharing preparation at least a week before the meeting, not the days before.
2. set expectations before meetings
   Setting expectations can reduce anxiety and make the meeting less likely to veer off into other topics – for example, about:
   – what kind of meeting it is (giving information, making decisions, designing something etc.)
   – what decisions have already been made
   – who else will be there
   – what to expect from a sensory perspective (for example, bright lights, strong smells, loud noises, strong air conditioning)
3. think about power differences
   Noticing and addressing power differences [3] might mean:
   – co-facilitating with someone with lived experience who isn’t an experienced researcher
   – taking time to get on the same page about the project and language (which can take several meetings) and by explaining jargon
   – thinking carefully about introductions (for example, not having people introduce themselves by the job/qualifications they have)
   – asking people with lived experience to give their perspectives first and following up with them after meetings to listen to what wasn’t said
   – not meeting in a clinical place
4. use hospitality
   Hospitality helps people be comfortable and able to take part [3,4]. Hospitality can involve:
   – meeting access and sensory needs
   – offering nourishing food and drink (nourishing doesn’t have to mean expensive)
   – making the space culturally welcoming
   – greeting people warmly
   – helping people find the venue or use the technology

   Ask about access and inclusion, don’t assume [5].

5. make complex information easier
   To make it easier you might present complex information in:
   – chunks, parts or stages
   – visuals (for example, diagrams, infographics, visual metaphors, comics, journey maps)
   – video and/or audio
6. make the meeting participatory
   Participatory means making it possible for people to take part, not just listen to presentations [3]. You might think about:
   – engaging people in discovering something for themselves instead of telling them (for example, collecting their own information)
   – using interactive activities and tools
   – sharing responsibilities among the team/participants

Trust takes time to build and is easily lost. So, here are some things to avoid – what would you add?

avoid clumsy introductions
Researchers or health workers introducing their many roles and qualifications doesn’t feel great to others. Instead, have everyone introduce themselves in the same way. Give people an option to pass if they’re not ready to talk.

avoid uncomfortable icebreakers
Icebreakers need a purpose (for example, connecting people, settling in, exploring a topic) and shouldn’t make anyone feel more vulnerable. So, be careful about asking people to share personal things or doing anything ‘too silly’ too soon. Every meeting doesn’t need an icebreaker.

avoid expecting or forcing disclosure
No one should be forced to disclose their lived experience or feel that their participation is conditional on sharing their trauma. Instead, let everyone know they’re welcome as they are [3]. 

avoid getting straight to ‘the work’
Building relationships is part of the work [2,3,6]. When we rush to tasks and ticking off agenda items, we often miss building trust and connections. Trust is what keeps the work happening and helps us repair issues when they happen.

avoid rushed decisions
Good decisions take time and usually can’t be made in a single meeting. Instead, give people time and take-aways to think about outside of meetings. Be ready to schedule additional meetings to make decisions.