Meetings should be where work happens, not where productivity goes to die. Yet, too often, they drain people’s energy instead of driving results. If your organization’s meetings are plagued by not-so-subtle multitasking, vague agendas, or the same three people doing all of the talking, you have plenty of company. Ineffective meetings are a major frustration for leaders and employees alike. Making small, intentional changes can transform meetings from tedious obligations into high-impact conversations — but most leaders don’t know how to get there.

How do we ensure that meetings foster actual engagement? How do we encourage candid, productive debate without creating conflict? How do we encourage people to speak up about the elephant in the room? These are the kinds of questions that leaders grapple with daily.

Novel answers, based on research and real-world lessons, can reshape how your team runs meetings. So to help you break free from meeting misery, we’ve gathered eight essential insights from MIT SMR’s expert contributors. Whether you’re looking to sharpen decision-making, spark more meaningful dialogue, or hold fewer (but better) meetings, this advice will set you on a more productive path. Which of these strategies will you put into action?

1. Call B.S. on multitasking.

“How do we get to a tech-free environment in meetings where people’s full attention is crucial? Announce clear expectations and expect pushback.”

“Start with a statement that devices are to be turned completely off. Alternatively, allow technology, but only for very clearly stated purposes, like note-taking or looking at something when instructed to. And be prepared to call people out. (Let’s be real: There is a lot of lying about ‘only using it for note-taking.’)”

“In virtual meetings, where you can’t control others’ device access, being serious about this means calling people out publicly (‘Jim, are you focused on something else right now?’) or privately later (‘Jim, I noticed you very often appeared to be looking at other devices or typing during the meeting. I don’t want to see that again.’)”

Read the full article, Are You Being a Nice Jerk? by Jim Detert.

2. Choreograph the meeting — don’t wing it.

“Choreographers carefully consider the number of dancers on the stage, the sequence of movements, and the set. Just as dance integrates these elements, so, too, does meeting choreography: A leader can shape the conversational space before, during, and after a discussion, thereby influencing the acceptance of key decisions, the performance of critical personnel, and team spirit.”

“My research suggests that to enhance meeting choreography, leaders should focus attention on why (why are we having the meeting?), who (who should attend?), what (what should we discuss?), when (when should the discussion take place?), where (where should the meeting be held?), and how (how should the meeting be conducted?). When you address all six critical dynamics, the likelihood of a post-meeting kerfuffle dramatically decreases. Leaders often struggle with three of these factors in particular: who, why, and how.”

Read the full article, Hard Truths About the Meeting After the Meeting, by Phillip G. Clampitt.

3. Assign a critical reviewer.

“Introducing a critical reviewer changes the entire dynamic of a meeting: Teams become more deliberate, and discussions go deeper. The critical reviewer’s primary responsibility is to challenge assumptions, ask probing questions, and ensure that every angle is explored before a decision is made. This role not only fosters better outcomes but also creates an environment in which people feel encouraged to think critically and contribute meaningfully.”

Read the full article, Why Meetings Need a Constructive Devil’s Advocate, by Chidiebere Ogbonnaya, Benjamin Laker, Jintao Lu, and Kalu A. Nduka.