Ask: What needs to happen together that cannot happen as effectively through an update or a smaller conversation?

• If people only need to read information, consider an email or shared update.
• If they need to clarify, coordinate or decide together, bring them together.
• If the goal is connection, create room for real conversation rather than another presentation.
• If a topic affects only two people, discuss it separately unless the wider team has an important dependency.

Not every good meeting ends with a new task. A shared understanding, stronger relationship or clear decision can also be a valuable outcome.

For each proposed topic, ask:

1. Relevance: Does it matter to most people, or require their shared input?
2. Purpose: What do we need from the group?
3. Preparation: What should participants know beforehand?
4. Outcome: What should be different when we finish?

A topic does not need to affect everyone equally. It can still belong when the team needs to coordinate dependencies or learn from a shared issue.

It depends on the topic. Don't force every meeting into a fixed information/discussion ratio.

• Announcement: Explain briefly and check understanding.
• Change: Explain the context and discuss implications.
• Problem: Share facts, explore causes and agree next steps.
• Decision: Clarify options, invite perspectives and decide.
• Team cohesion: Give people space to connect, listen and share.

Where possible, send routine updates beforehand. Protect live meeting time for questions, collaboration and decisions.

Before jumping into solutions, explain the issue and what success would look like. Check that the team is aligned.

If people are solving different problems, clarify the goal before continuing.

Don't become the person who answers every question. Help the team build on each other's thinking.

• Close the point: If someone dominates, acknowledge and summarize. “Good point. I think we can wrap it up.”
• Pass the ball: Invite other perspectives. “Who sees this differently?” or “Sarah, what's your view?”
• Challenge the thinking: Ask “What might we be missing?” or “What would have to be true for this to work?”

Keep the silence. Give people time to think rather than jumping in with your answer. Invite quieter participants respectfully; don't put them on the spot unnecessarily.

Don't end a problem-solving discussion with vague agreement. Turn the outcome into ownership.

For a discussion that only aims to inform or connect, close with a clear shared takeaway instead of inventing an action.

Your team wants to improve customer service. One colleague thinks response times are too slow; another believes customers are frustrated because they receive no updates while waiting.

Before: The manager describes the problem, proposes sending more updates and asks, “Does everyone agree?” People nod, but nobody takes ownership. Little changes.

After — use Keep the Ball Moving:

1. See the Goal: “We want customers to have a better experience. What do we need to improve?”
2. Keep the Ball Moving: “What are customers experiencing?” The manager listens, invites other perspectives and lets the team explore both response times and communication.
3. Score Together: The team agrees to test proactive customer updates. Maya owns the trial, Daniel supports her, and they will review the results at the next meeting.

The difference: Instead of presenting an answer and getting passive agreement, the leader helps the team understand the issue, contribute and own the next step.

• State the goal and time available for each topic.
• Ask participants to stay on the question being discussed.
• Summarize when a point is sufficiently explored.
• Move detailed side issues to a separate conversation.
• When the team gets stuck, restate the goal and ask what decision or information is missing.
• Leave time to close, rather than rushing the last two minutes.

Keep them short and useful. A simple format:

Not every discussion needs a transcript. Capture what the team needs to remember and apply.

• Weekly team meeting: Shared priorities, coordination and connection.
• Daily huddle: Immediate priorities and blockers.
• Problem-solving meeting: Understand a specific issue and develop a solution.
• Decision meeting: Evaluate options and choose a way forward.
• Brainstorm: Generate ideas before evaluating them.
• One-to-one: Support, feedback and individual development.
• Replay meeting: Reflect after a meaningful milestone and capture lessons.

Keep the Ball Moving helps you facilitate discussion across these formats. For a dedicated learning review, use Watch the Replay and its STAR structure: Success, Trouble, Adjust and Recognition.

1. No clear purpose: People leave wondering why they attended.
2. Too many updates: The meeting becomes a presentation instead of a conversation.
3. One person dominates: Other perspectives are lost.
4. The leader answers everything: The team becomes dependent on the leader.
5. Too many irrelevant topics: People disengage.
6. No clear close: Everyone agrees, but nobody knows what happens next.

Correct these by clarifying the goal, inviting participation and making the outcome explicit.