![Illustration showing the integration between WEDO and Microsoft Teams. On the left, the WEDO interface with agenda items; on the right, an active Teams video meeting.](https://wedo-assets.sos-ch-gva-2.exo.io/wedo_teams_en_3bc984dd21.png)

[Microsoft Teams](https://www.microsoft.com/en-us/microsoft-teams/group-chat-software) has become the default meeting room for many organizations. It’s fast, reliable, and deeply integrated into daily workflows. But it’s not built to manage the full lifecycle of a meeting.

It connects participants in real time, but once the call ends, that connection stops. The agenda, decisions, action items, and shared documents? They live elsewhere. Often in people’s inboxes, personal notes, or not at all.

Teams provides the space to talk. What it doesn’t provide is structure. And without structure, even the most productive conversations can get lost in follow-up.

That’s where [WEDO](https://wedo.com/features) comes in.

By integrating directly into Microsoft Teams, WEDO brings full meeting management into the same space where the meeting takes place. From setting the agenda to assigning tasks and locking the minutes, WEDO turns every meeting into a complete workflow, with nothing falling through the cracks.

## WEDO Brings Meeting Structure Into Microsoft Teams

For most teams, the moment a meeting is scheduled in Teams, the scramble begins: backchannel messages, scattered agendas, last-minute doc sharing. People show up uncertain about what’s being discussed or why they’re even in the room.

This kind of disjointed preparation wastes time, drains energy, and turns meetings into something people get through, not something they contribute to.

WEDO changes that without requiring a new system or process. Once added to a Teams workspace, it becomes a tab inside the meeting channel. From there, everything starts to come together.

You don’t need to switch platforms or introduce a new system. Instead, WEDO adds the structure Teams lacks, directly inside the interface your team already uses. From there, you can do everything you need to run an effective meeting:

- Build a shared agenda
- Collect input from attendees
- Attach relevant documents
- Assign roles and clarify objectives
- Launch votes or approval blocks when needed

And none of it happens in a vacuum. Every topic is tracked, every file is in context, and every decision has a place to live, without ever leaving Teams.

This integration allows meetings to move from preparation to execution without breaking flow. No toggling between apps. No chasing files in email threads. Just one workspace where discussion and documentation stay connected.

![Screenshot of the WEDO app in Microsoft Teams showing a list of upcoming meetings with date, status, and participants, plus a form to add a new meeting.](https://wedo-assets.sos-ch-gva-2.exo.io/wedo_meetings_teams_en_caa3e23498.png)

For teams that already rely on Microsoft Teams to collaborate, WEDO fills a very specific and often overlooked gap: it gives the meeting lifecycle a defined start, middle, and end, without needing to leave the environment people are already working in.

::button-primary[How to integrate WEDO with Teams]{link="https://help.wedo.com/en/articles/48757-integrate-wedo-into-microsoft-teams"}

## Keep the Meeting on Track, and Make It Count

Once the meeting begins, WEDO stays open in the Teams tab, right alongside the call, so everything stays in context. The agenda isn’t something people saw once in a calendar invite. It’s right there, visible and active, guiding the discussion as it unfolds.

As the conversation moves forward, so does the documentation. Notes are written live. Tasks are created in real time, with deadlines and assignees. Decisions are recorded directly under the item they relate to.

This kind of live collaboration creates clarity in the moment. No one’s wondering what was said or who’s responsible for what. And if alignment is needed on the spot, voting blocks allow participants to weigh in and move forward without delays or email follow-ups.

The collaboration feels natural because it’s happening where the conversation is happening, in the same interface, with the same people, in real time.

WEDO makes meetings easier to follow *while they’re happening*, not just easier to summarize afterward. Which means less confusion, fewer follow-ups, and more time spent moving work forward instead of revisiting what was already covered.

## After the Call Ends, the Work Continues

The real test of a meeting isn’t how much was discussed, it’s what happens after.

Without structure, even productive conversations lose momentum. Tasks get forgotten. Decisions blur. The same topics resurface week after week, because no one can find the original context.

WEDO closes that loop, *still inside Teams.*

Once the meeting ends, every task, note, decision, and document stays exactly where it belongs. Meeting minutes aren’t buried in a shared drive or manually rewritten after the fact, they’re already done. You can lock the report to preserve its integrity, and request electronic signatures directly from within the platform, whether you need SES, AES, or qualified signatures with legal weight.

Tasks remain connected to the specific agenda item they came from. If someone needs to review why a decision was made, they don’t have to guess. They can open the meeting, find the topic, see the discussion, and track the resulting action, all without leaving Teams.

That kind of traceability builds accountability. People know what they’re responsible for. Nothing slips through the cracks. And when you come back to the next meeting, the conversation can move forward instead of starting over.

WEDO makes that continuity automatic. The meeting doesn’t disappear once the call ends. It becomes part of a living record the whole team can rely on.

## Control, Privacy, and a Clear Line of Ownership

![Map of Europe highlighting Switzerland with markers for Zurich and Geneva. Text: “Your data is safely stored in Swiss data centers located in Zurich and Geneva.”](https://wedo-assets.sos-ch-gva-2.exo.io/data_storage_en_16a2492132.png)

Bringing [WEDO](https://wedo.com/integrations/ms-teams) into Microsoft Teams does more than streamline your meetings. It reinforces trust in how your information is handled.

Even while operating within the Teams interface, WEDO keeps all meeting data, like notes, documents, tasks, and decisions, under its own roof. Content is stored securely on servers located in Switzerland, where it remains subject to WEDO’s strict data protection policies and your organization’s governance standards. No data is shared with Microsoft. No content is duplicated or processed outside the WEDO environment.

This separation is important. Many collaboration tools prioritize integration at the expense of ownership, but WEDO takes the opposite approach. It offers full interoperability with Microsoft Teams without relinquishing control over your content. That means you can collaborate in real time without compromising on confidentiality, data residency, or compliance.

For organizations working in sensitive environments, whether legal, financial, public sector, or research-focused, knowing exactly where information is stored, who can access it, and how long it’s retained isn’t a preference. It’s a requirement.

WEDO helps you meet that requirement without extra complexity. Meeting content stays visible and accessible to the right people while remaining protected and centralized under one secure system. Teams provides the space for discussion. WEDO ensures the record is complete, accurate, and entirely yours.

## The Meeting Space Is Only Half the Equation

Microsoft Teams gives you a place to talk. WEDO gives you the structure to make it count.

From preparation to follow-up, WEDO fills the operational gaps that Teams doesn’t address. Agendas stay visible, decisions are documented in real time, and tasks remain tied to the conversations that created them. Everything lives in one place, connected to the meeting, and accessible to the people who need it.

And because WEDO keeps your data under your control, you can collaborate with confidence, without compromising on ownership, privacy, or clarity.

If your team already runs on Microsoft Teams, [WEDO](https://wedo.com/features) doesn’t ask you to change how you work. It simply makes every meeting easier to run, easier to track, and harder to forget.[Try WEDO for free today](https://wedo.com/demo) and turn every meeting into something you can build on.

Discover how WEDO brings complete meeting management into Microsoft Teams, streamlining agendas, notes, and action items in one integrated workspace.

Graphic titled “WEDO + Microsoft Teams.” Shows an online meeting with several participants, WEDO agenda items, and icons for microphone, calendar, and meeting.

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WEDO + Microsoft Teams: What Your Meetings Were Missing

Most people don’t hate team meetings. What they hate is showing up for something that doesn’t seem to go anywhere.

We’ve all been there: a weekly check-in that turns into a rambling debate, a project sync that rehashes the same status updates, or a staff meeting where nothing gets decided and no one knows what happens next. And when that becomes the norm, meetings stop feeling productive and start feeling like, well, a waste of time.

But it doesn’t have to be that way. A well-run team meeting can help everyone share updates, unblock decisions, clarify priorities, and come away with clear action items. It can be a space for sharing ideas, not just ticking boxes. The difference comes down to a few simple things: preparation, structure, participation, and follow-through.

In this guide, we’ll break down what makes an effective team meeting, how to create a focused team meeting agenda, and what to do before, during, and after the meeting to make sure it actually leads to progress. Whether you’re managing a small team or running a cross-functional sync, these team meeting best practices will help you cut the clutter and get more out of every minute.

![Infographic about team meetings showing what works — clear purpose, structured agenda, on-time start and end, balanced participation, action items — and what wastes time — vague agenda, late starts, no decisions, lost follow-ups](https://wedo-assets.sos-ch-gva-2.exo.io/team_meetings_what_works_what_doesnt_en_19bb37c330.png)

## What Makes a Team Meeting Worth It

Meetings should move work forward. That’s the simplest test.

A team meeting that helps people align, make decisions, and leave with clear next steps? Worth it. A meeting that eats up 45 minutes with scattered thoughts, untracked action items, and no real outcome? That’s where teams start checking out and questioning why they showed up at all.

An effective team meeting creates clarity. It gives team members a shared understanding of what’s happening, what needs to happen next, and who’s doing what. Even if not every problem gets solved in the moment, the meeting should lead to momentum: blockers surfaced, priorities adjusted, timelines refined.

But that only happens when meetings have a purpose beyond “just checking in.”

If your [team meetings](https://wedo.com/features/meetings) are mostly used for status updates, consider whether that information could be shared another way, like a shared doc, a Slack channel, or an async video update. Meetings are expensive. They’re a big chunk of time with smart people in one room (or Zoom), and that time should be reserved for work that actually benefits from live discussion: problem-solving, sharing ideas, making decisions, and asking questions that need a real-time back-and-forth.

Before scheduling or joining the next staff meeting, ask:

- What outcome are we aiming for?
- Do we need to meet live to get there?
- Who really needs to be in the room?

A successful team meeting isn’t measured by how long it lasted, it’s measured by whether anything changed after it ended.

## Plan Ahead with a Purposeful Team Meeting Agenda

If your meeting doesn’t have a solid plan before it starts, don’t be surprised when it goes off the rails. A clear meeting agenda helps teams show up prepared, stay aligned, and actually get something done.

The agenda sets expectations. It tells meeting participants why they’re there, what will be covered, and how they’re expected to contribute. That alone can shift the dynamic from passive attendance to active participation.

But not all agendas are created equal. A long list of vague talking points is no better than no agenda at all. Instead, aim for three things: relevance, clarity, and purpose. Every agenda item should earn its place.

Some best practices:

- Phrase agenda items as questions or outcomes (“Decide on Q3 hiring plan” instead of “Hiring”)
- List items in order of urgency or strategic value
- [Allocate time blocks](https://wedo.com/blog/how-time-blocking-helps-you-manage-your-daily-workload) if needed, and stick to them
- Note who owns each topic so there’s no confusion about who’s leading what

Even five minutes of prep can change the entire tone of a team meeting. Share the agenda in advance, not five minutes before go-time. That gives team members space to reflect, gather input, or prep updates without being put on the spot.

And if something doesn’t belong on the agenda? Cut it. One of the simplest ways to avoid wasting time in meetings is to avoid cramming them with items that could be handled elsewhere, via email, a comment thread, or an async check-in.

## Start and End Meetings on Time

It sounds simple, but consistently starting and ending your team meetings on time can completely shift how your team sees the value of meeting together.

People are more likely to [show up prepared and stay engaged](https://wedo.com/blog/meeting-engagement-strategies-keep-everyone-focused-and-involved) when they know the meeting won’t drag or start 20 minutes late. Start by opening on time or with a short grace period, no matter who’s missing. Waiting too long for late arrivals sends the message that showing up on time doesn’t matter. Instead, reward punctuality by starting promptly, even if it's just with a recap or quick check-in.

Then keep an eye on pacing. If you’ve set time blocks for agenda items, respect them. A quick heads-up like, “We’ve got five minutes left on this topic,” helps the group stay focused without cutting off discussion entirely. If the conversation still needs more time, table it for follow-up or move it to an async thread.

And yes, end on time, even if you haven’t covered everything. It encourages better prioritization next time and gives your team members a reliable boundary around their schedule. No one wants to walk into a “30-minute check-in” that always turns into an hour-long download.

Ending strong also means wrapping with clarity: restate any action items, confirm due dates, and make sure it’s clear who’s doing what. A minute or two for this recap helps prevent the classic “so what did we actually decide?” moment once people leave the call.

The more consistent you are about running meetings on time, the easier it becomes for your team to show up ready, speak up with purpose, and get back to work without feeling like their time was hijacked.

## Make Participation Easy and Purposeful

When meetings are dominated by just a few voices, it’s easy for other team members to check out, even when they have something valuable to contribute. Participation shouldn’t feel like a performance or a disruption. It should feel like a natural part of the process.

That doesn’t mean everyone needs to speak the same amount, but there should be intentional space for people to jump in, ask questions, or clarify something before it turns into confusion later. Sometimes that means calling on someone directly. Other times, it means building in pauses between agenda items so people don’t have to fight for airtime.

A few small tweaks can make a big difference: rotating who leads certain topics, using the chat for quick check-ins during hybrid calls, or doing a round of brief updates where each person has the floor for one minute or less. These touches help the team stay engaged and give quieter voices a chance to weigh in without adding pressure.

You can also create structure without being rigid. Assign someone to take meeting notes and track action items. Ask one person to keep an eye on time. Give someone else the job of flagging when a conversation is going off course. The goal isn’t more roles, it’s shared ownership.

Meetings feel more useful when people know their input matters, not just to check a box but to move things forward. And the more engaged people feel, the less likely they are to see the next team meeting as another block of time they’ll never get back.

## Don’t Just Talk, Track Action Items

Good conversation is great, but it doesn’t mean much if nothing happens afterward. One of the easiest ways to spot a failing meeting habit is when the same topics come up week after week, because no one actually did the thing they agreed to.

Every discussion should either lead to a decision, an open question to revisit, or a clear next step. If there’s no follow-up, the meeting becomes just another conversation that fades once the call ends.

The most effective teams don’t just talk through problems, they assign ownership. As topics wrap, make sure someone is writing down what needs to happen, who’s responsible, and when it’s due. Even better, say it out loud before moving on: “Sounds like Maria will draft the client summary by Friday. That right?”

Capturing this in your meeting notes isn’t micromanaging—it’s clarity. People walk away knowing what they’re supposed to do, without needing to scroll back through a chat thread or guess what was implied. It also makes follow-ups easier. If someone misses a due date, the team can check the notes and get back on track, fast.

It helps to link each action item back to the agenda item it came from. That way, context isn’t lost, and people understand not just *what* they need to do, but *why* it matters.

## Use the Right Tools to Keep Meetings Productive

![Infographic titled "5 Simple Ways to Improve Your Team Meetings" showing five key practices: share the agenda in advance, encourage balanced participation, prioritize high-impact topics, start and end on time, and track action items in one place](https://wedo-assets.sos-ch-gva-2.exo.io/5_simple_ways_to_improve_your_team_meetings_en_22aae7af6b.png)

The tools you use can either streamline your meetings or add more noise. Switching between docs, emails, calendar invites, and chat threads might seem manageable in the moment, but it’s often where details fall through the cracks.

That’s why using one platform to manage the full meeting cycle, agenda, notes, action items, and follow-up, can save serious time and frustration.

Tools like [WEDO](https://wedo.com/features) are built for exactly this. [WEDO](https://wedo.com/features) gives your team a single space to plan, run, and follow up on team meetings, without the back-and-forth or the scattered tools. You can build your meeting agenda directly in the platform, assign roles before the meeting starts, and take structured meeting notes as the conversation happens.

No more switching between a notes app, a calendar, and a project tracker. No more guessing who was supposed to do what.

With [WEDO](https://wedo.com/features), you can:

- Create reusable agenda templates to streamline recurring meetings
- Take notes in real time, linked directly to each agenda item
- Assign action items with clear owners and due dates, on the spot
- Share meeting summaries automatically with team members
- Look back at past team meetings to see what was discussed and what got done

If your meetings often feel productive in the moment but don’t lead to clear results, it’s time to tighten the loop. Try [WEDO for free at your](https://wedo.com/signup) next team meeting and see how easy it can be to stay focused, stay aligned, and turn discussion into real progress.

Learn how to run focused team meetings that lead to action, not burnout. Get practical tips, agenda strategies, and tools that help meetings deliver.

Pink visual with the title “How to Run Better Team Meetings” in French and an illustration of three people under three stars

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How to Run Better Team Meetings (and Avoid Wasting Time)

You’re five minutes into a meeting and already regretting it. Cameras are off, someone’s multitasking, and your question hangs in silence. No one responds. You check your notes… Didn’t this same conversation happen last week?

Welcome to the modern meeting problem: people show up, but they don’t show up.

It’s not that people don’t care. It’s that meetings often feel like something that happens to them, not something they’re part of. No clear direction, no energy, and no reason to speak up, so most don’t.

And yet, we keep scheduling them.

Staff meetings, team check-ins, virtual brainstorms, they eat up hours of the week, but too often, nothing sticks. No decisions. No real discussion. Just another placeholder on the calendar.

The problem isn’t meetings. The problem is disengaged meetings.

When people aren’t invited to contribute, when they don’t feel heard, needed, or even noticed, it shows. Ideas dry up. Momentum stalls. And the whole thing starts to feel like a formality instead of a space for real collaboration.

That’s why meeting engagement matters.

This article is for anyone who’s tired of meetings that go nowhere. We’ll break down smart, practical strategies to help you spark actual conversation, get more voices in the room (or on the call), and make meetings feel like a good use of time again. Whether your team’s in the office, fully remote, or somewhere in between, these tactics will help everyone stay focused, involved, and maybe even look forward to the next one.

## Why Engagement in Meetings Actually Matters

Meeting engagement isn’t just about making things more interactive. It directly affects what happens after the meeting ends.

When participants tune out, clarity suffers. People leave without knowing what’s expected. Tasks are misunderstood. Decisions are vague. That kind of confusion adds up and eventually slows everything down. Projects drift. Communication breaks down. Accountability fades.

On the other hand, [engaged meetings](https://wedo.com/features/meetings) create alignment. Team members contribute early, spot issues before they grow, and leave with a clear sense of direction. Instead of circling back with follow-up emails or side conversations, people move forward with confidence.

It also impacts team culture. Employees who feel heard are more likely to stay involved, ask better questions, and support each other’s work. You get better outcomes because more perspectives are included in the discussion.

This becomes even more important when people aren’t sitting in the same room. For remote teams, meetings are often the only time everyone connects. If that time isn’t used well, it creates distance, both literal and relational.

Effective engagement keeps things moving. It builds clarity, trust, and forward momentum. It’s not an extra step. It’s the foundation for everything else.

![Infographic titled “Boost Meeting Engagement” displaying three columns with actions to take before, during, and after a meeting : share agenda, use live collaboration tools, track follow-ups](https://wedo-assets.sos-ch-gva-2.exo.io/boost_meeting_engagement_what_to_do_before_during_and_after_en_2a3c041400.png)

## Before the Meeting: Set the Stage for Real Participation

Now that we’re on the same page about why *meeting engagement* matters, let’s talk about how to make it happen. It starts before the meeting even begins.

You don’t need elaborate planning. You just need to give people a reason to show up and a way to contribute once they do.

### Send an agenda that’s actually helpful

Not a five-paragraph essay. Not a vague bullet list. Just a simple outline that tells people what the meeting is for, what you’ll cover, and what kind of input you’re looking for.

If you need a decision, say that. If you want feedback, let them know which part they should focus on. Bonus points if you keep it under five items and stick to what’s essential.

### Give people time to think

Nobody likes being put on the spot. If you want input, don’t wait until everyone’s on the call to ask for it. Send a prompt or quick question ahead of time. Ask for ideas in advance, or a few notes they can bring in.

Even five minutes of pre-work helps people show up with something to say.

### Assign roles so things don’t drift

You don’t need a full production crew, but you do need someone to keep the meeting on track. Assign a facilitator, a note-taker, and someone to watch the time. Rotate the roles if you meet regularly, especially in team meetings.

This keeps people involved and keeps things moving.

### Invite people who have something to add

If someone doesn’t need to be there, they probably shouldn’t be. It’s not about cutting people out. It’s about making space for the right voices. You’ll usually get better discussion in a smaller group, and no one likes sitting through a meeting that has nothing to do with their work.

### Make it clear why this meeting matters

Don’t just send a calendar invite and hope people take it seriously. Let them know why it’s worth showing up and what you need from them. That doesn’t mean writing a novel. Just include a quick sentence in the invite or agenda that answers: “Why now?” and “Why them?”

It’s a simple shift, but it changes how people walk into the room.

## During the Meeting: Get People Talking (Without Forcing It)

Once you’ve got the right people in the room (or on the call) it’s time to actually involve them.

This is where most meetings lose steam. People show up, but no one’s sure when to speak, how to contribute, or if their input is even needed. That’s your job to fix. Not by calling people out, but by creating the kind of space where it feels natural to jump in.

Here’s how to make that happen.

### Start with something that pulls people in

You don’t need a cheesy icebreaker. A quick check-in question or a fast round of wins and blockers can be enough. Keep it light, keep it short. The point is to shift people out of passive mode.

Even asking, “What’s something we need to leave this meeting knowing?” can change the tone right away. It doesn’t need to be deep. It just needs to remind everyone they’re not here to sit quietly and listen, they’re part of the conversation.

### Use real-time tools so it’s not just talk

Try a shared doc, a live poll, or a quick brainstorm board. It gives people something to interact with and creates a record of the conversation. You’ll also get more input from quieter team members who might not jump into a freeform discussion.

Visuals help too. A simple diagram or sketch can keep people focused and give abstract ideas something to stick to.

If you’re using a tool like WEDO, you can pull up the meeting agenda, take notes collaboratively, and assign follow-ups in real time—without bouncing between apps. Everything stays visible, which keeps the conversation grounded and the outcomes clear.

### Ask better questions

The quickest way to kill momentum is asking, “Any thoughts?” Better prompts lead to better discussion. Try:

- What’s missing from this plan?
- What’s one thing we should rethink?
- What’s one risk we haven’t talked about?
- Where do you see potential pushback?

When you ask specific questions, people don’t have to guess what kind of answer you’re looking for.

### Break things up if energy dips

Give a question or challenge to each one. Then come back and compare notes.

This works just as well on Zoom as it does in person. And it gives everyone a smaller space to speak before coming back to the bigger group.

### Make space for quieter voices

Every team has a few strong talkers. If the same voices always lead the conversation, pause and invite others to share their ideas. It’s not about cutting people off, it’s about keeping space open. Try something like, “Let’s hear from someone who hasn’t spoken yet” or “Any other angles we should consider?”

It’s a simple way to make room for new input without putting anyone on the spot.

## Tips for Facilitating Meetings That Actually Work

Even with a solid agenda and the right people in the room, meetings can fall flat without good facilitation. The facilitator doesn’t need to be the loudest person or the team lead. They just need to keep things clear, moving, and on track.

Here’s how to do that without overcomplicating it.

![Infographic titled “Keep Meetings Focused and Productive” presenting five facilitator tips : state the goal upfront, acknowledge speakers by name, rotate the role, watch the time, and stay neutral](https://wedo-assets.sos-ch-gva-2.exo.io/facilitator_cheat_sheet_keep_meetings_focused_and_productive_en_0c7c495bc6.png)

### Keep the meeting anchored

Remind everyone of the goal at the start. Something as simple as “By the end of this meeting, we need to decide on X” helps people stay focused. If things start drifting, bring it back. You don’t need to shut down side discussions, just park them for later and stay on course.

### Watch the time without rushing

You don’t need to be a stopwatch, but you do need to be aware of the clock. If a single topic starts eating up the meeting, decide whether it’s worth continuing or if it should be taken offline. Running over time regularly is a fast way to lose trust in the process.

### Call out contributions by name

When someone shares a useful insight or asks a thoughtful question, name it. “That’s a great point, Ravi” or “Thanks for flagging that, Jordan” helps reinforce engagement. It also encourages others to jump in without fear of being overlooked.

### Rotate the role

If you’re leading every single meeting, stop. Rotate facilitation duties. Give different team members a chance to run the meeting and shape the discussion. It builds confidence, improves listening, and keeps things from feeling top-down.

### Stay neutral when needed

Facilitating isn’t the same as directing. You don’t need to have the answers. Your job is to guide the conversation, not steer it toward a decision you’ve already made. Let the team shape the outcome whenever possible.

## Keep Remote and Hybrid Teams Engaged

Running a good meeting is hard enough. Doing it when no one’s in the same room? Even trickier.

Remote and hybrid teams don’t have hallway chats or eye contact to fall back on. That’s why *meeting engagement* needs to be built into how you run the call, not something you hope just happens.

Here’s a quick look at what helps and what gets in the way:

### **Do:**

- **Use visual structure.** Share the agenda on screen or in a doc everyone can access. Tools like [WEDO](https://wedo.com/features) make this easy to manage in real time.
- **Call on people by name.** Not to put them on the spot, but to make space: “Jordan, what’s your take before we move on?”
- **Give breathing room.** Leave space after asking a question. A few seconds of silence isn’t awkward, it’s processing time.
- **Make decisions visible.** Capture next steps, task owners, and questions live while people are watching. It builds trust and clarity.

### **Don’t:**

- **Default to silent mode.** If everyone’s muted with cameras off, you’re hosting a podcast, not a meeting.
- **Rush through awkward silences.** Resist the urge to jump in. Let people unmute, think, or type.
- **Save all clarity for the follow-up.** If decisions aren’t clear during the call, they usually don’t get clearer after.
- **Treat remote calls like in-person meetings.** Engagement tools, pacing, and structure need to be tailored, not copied.

Remote meetings can still be [collaborative and effective](https://wedo.com/blog/master-collaborative-task-management-for-remote-teams). You just need to make participation easier and more visible. A shared workspace like WEDO helps keep everything aligned, whether your team is across the building or across the world.

## How WEDO Helps You Run More Engaging Meetings

You can have the best intentions, the clearest agenda, and a great team, and still end up with scattered notes, missed follow-ups, and “what did we decide again?” messages two days later.

That’s where [WEDO](https://wedo.com/features) makes a difference.

It’s built to support everything this article covers: planning, participation, follow-through, and visibility. All in one place.

Here’s how it helps:

**Plan smarter**

Create structured meeting agendas your team can see and contribute to in advance. Assign roles like facilitator or timekeeper before the call starts, so everyone knows their part.

**Keep people engaged during the meeting**

With WEDO, the agenda stays visible, notes are captured live, and action items are created in real time. No switching between docs or trying to remember who said what. Everyone stays on the same page, literally.

**Track what happens after**

[Assign tasks during the meeting](https://wedo.com/features/tasks) and follow up later without sending five emails or setting up another call. WEDO makes it easy to hold people accountable without micromanaging.

**One tool, one flow**

No more juggling separate tools for planning, video calls, notes, and [task management](https://wedo.com/blog/how-to-choose-the-right-task-management-tool-for-your-team). WEDO keeps it all together, which means your team can stay focused instead of chasing details.

If your meetings feel disjointed, slow, or just too frequent, maybe it’s not the people, but the system. [WEDO](https://wedo.com/features) gives you a better one. [Try WEDO free today](https://wedo.com/signup) and see what it feels like when meetings actually move things forward.

Clear tactics to improve meeting engagement, encourage participation, and keep momentum going across your team.

How to keep everyone focused and involved during a meeting, with a calendar icon on a red background

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Meeting Engagement Strategies: Keep Everyone Focused and Involved

Looking for the best Asana alternatives? Explore top project management tools and find the right fit for your team’s collaboration, meetings, and task tracking.

This image showcases six alternatives to Asana for effective collaboration, featuring three people high-fiving on a green background

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6 Asana alternatives for efficient team collaboration

## WEDO featured in *Focus Futur Digital* by *Bilan Magazine*

In its special [Focus Digital edition](https://issuu.com/smart_media/docs/focus_futur_digital), [Bilan Magazine](https://www.bilan.ch/) highlights WEDO, the Swiss collaborative platform revolutionizing meeting management and task tracking. As companies face growing challenges in organization and productivity, WEDO stands out as an innovative solution that simplifies planning, enhances collaboration, and optimizes decision follow-up.

### Key highlights from the article:

🔹 **A response to modern business needs**: WEDO overcomes the limitations of traditional tools by centralizing information and enabling real-time collaboration.

🔹 **Optimized meeting management**: The platform standardizes agendas, ensures smooth discussion follow-up, and records decisions transparently.

🔹 **A powerful task-tracking tool**: With advanced features such as Gantt charts and standardized checklists, WEDO improves team coordination and efficiency.

🔹 **Added value for HR processes**: The platform structures onboarding and offboarding procedures while facilitating recruitment tracking.

🔹 **A measurable time-saving solution**: Companies using WEDO report an average 55% reduction in time spent on meeting organization and task management.

🔹 **A solution designed for the future**: Adapted to remote and hybrid work, WEDO ensures security and accessibility, meeting the needs of modern organizations.


💡 Discover the full article and explore WEDO, the platform that transforms teamwork into a more fluid, efficient, and structured process!


::button-primary[Read the article]{link="https://issuu.com/smart_media/docs/focus_futur_digital"}

![image de l'article de l'édition spéciale du magazine Bilan, mettant en lumière WEDO, la plateforme collaborative suisse qui révolutionne la gestion des réunions et le suivi des tâches](https://wedo-assets.sos-ch-gva-2.exo.io/2502_BIL_LAU_Futur_Digital_9cf678362e.png)

### Learn more about WEDO

WEDO is committed to providing businesses with the tools they need to boost productivity, ensure data security, and facilitate collaboration.

**Want to try the tool? Start your 14-day free trial today.**
::button-primary[Try WEDO for free]{link="/signup"}

In its special Focus Digital edition, Bilan Magazine highlights WEDO, the Swiss collaborative platform revolutionizing meeting management and task tracking.

City skyline tinted pink and purple with a digital network overlay, featuring the “Focus” logo and the title “Futur Digital” at the top. Overlaid are the “B” logo in a white-bordered red square and the WEDO logo just below.

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The Swiss solution for centralising your meetings, tasks and procedures

At a time when the pyramidal management system inspired by Taylor and Ford is perceived as rigid and culturally obsolete, new forms of work organization are gradually emerging.¹ Self-management models are an important part of these new organizational structures.

Self-management models are an important part of these new organizational structures. To understand why organizations are adopting these self-management models, we need to understand what managers want most from their organizations: reliability and adaptability. All organizations want to achieve, to some extent, both reliability and adaptability. But one usually overshadows the other. Indeed, too much reliability creates rigidity and can make companies insensitive to changing markets. Conversely, if companies place too much emphasis on adaptability, they risk becoming dispersed and losing sight of their raison d'être. In an attempt to reconcile reliability and adaptability, holacracy, the best-known and most widely practiced model of self-management, helps to achieve this balance.²

## But what is holacracy?

According to Bernard Marie Chiquet, founder of IGI Partners (the company that imports holacracy to Europe from the USA), holacracy is a practice that promotes responsibility and cooperation in the service of the company's raison d'être. In this practice, there is no longer a manager as such, but everyone is invited to manage themselves, and is expected to demonstrate leadership. This is not to say that there is no structure. Holacracy refers to a “holarchic structure”. Here's a diagram illustrating how this structure works:

![Graphic depicting the circle structure and roles in Holacracy, showing how autonomous teams and interconnected roles operate without traditional hierarchy.](https://wedo-assets.sos-ch-gva-2.exo.io/Holacratiezero_waste_1_a93adb54f3.jpg)

### The super circle
Also known as the company's general circle, it represents
the company as a whole. In particular, it is made up of the 1ᵉʳ and 2ᵉ link of
each sub-circle.

### The sub-circle
The sub-circle represents autonomous teams where each person has a role and
working towards the same goal. Sub-circles are formed or dissolved according to
needs of the organization.

### Role
The role is a set of responsibilities within the organization. Roles can be
can be created, modified or cancelled. People usually have more than one role
in several circles. There are operational roles and structural
structural roles. The various structural roles, which are less concerned with operational tasks, must guarantee the smooth running of the team (= sub
circle), both within it and within the organization. The two main roles are
structural roles:
    - **1ᵉʳ link:** in each sub-circle, one person takes on the role of coach, similar to the leader or manager in a pyramid system. This person's responsibilities include assigning roles, managing finances and priorities, coaching team members, and maintaining a good atmosphere. These tasks take up around 10% of his or her time, the rest being devoted to other roles depending on his or her skills.
    - **2ᵉ link:** is responsible for escalating a tension from a sub-circle to the super
    circle if it exceeds the authority of the sub-circle in question.

Also, in order to be better organized and more efficient than in a so-called classical structure, the “holarchic structure” relies on three [types of meetings](https://wedo.com/features/meetings) :

- **Strategic meetings** to define the company's direction.
- **Governance meetings**, the purpose of which is to work on the organization without addressing operational issues.
- **Tactical Meetings**, whose purpose is to work within the organization, i.e. on concrete (operational) subjects to be developed.

During these sessions, strict order, rules and roles must be respected. Each participant is invited to speak in turn and submit ideas or tensions. The aim is to find solutions collectively, and to help the organization evolve thanks to everyone's involvement.

### Holacracy: a change of cultural paradigm

Adopting holacracy is more than just an organizational transformation; it's also a profound change in corporate culture. One of the main challenges for companies is to abandon the culture of hierarchy and control, deeply rooted in traditional systems. Employees, accustomed to rigid structures with clear chains of command, must learn to operate autonomously and embrace individual responsibility.

![Graph comparing Holacracy and the traditional pyramidal system, highlighting structural differences and organizational impact.](https://wedo-assets.sos-ch-gva-2.exo.io/blog_task_organisation_4_steps_1_0db00fe11e.png)

This requires not only a new way of thinking, but also a new way of working together. In a holarchical structure, employees must take on a certain form of individual leadership, while collaborating more closely with their colleagues. Collaborative decision-making, which is at the heart of holacracy, may take longer and require more patience than in a pyramidal model. However, this approach improves transparency, individual responsibility and alignment within teams. Each employee is encouraged to take the initiative and become more involved in decision-making processes. This creates an environment where autonomy is not only encouraged, but valued. Holacracy also encourages more open and regular communication between team members, reducing information silos and strengthening team spirit.

Another key aspect is that companies must be prepared to reinvent their reward and recognition systems. In a holacratic organization, traditional promotions are no longer relevant, as there are no hierarchical levels to climb. This overturns the traditional model of career progression. Employees need to be motivated by other forms of recognition, such as broader responsibilities, the opportunity to contribute to a variety of projects, or regular feedback mechanisms. For this system to work well, employees must also have a clear vision of their objectives and understand how their work contributes to the organization's raison d'être.

## The limits of holacracy

Although holacracy has been adopted by many companies, some, such as Amazon subsidiary Zappos, have either abandoned it or never embraced it. Indeed, this structure also has its limitations, such as rigid meeting rules, restrictions on freedom of expression, and questionable effectiveness. These various points influenced Zappos' decision to retract.⁴

Regarding roles, the Zappos example shows that an employee has around 7.4 roles for an average of 3.47 responsibilities per role. That's a total of more than 25 responsibilities per employee. This multiplicity of roles complicates the organization of work, recruitment, and the definition of salaries, as it becomes difficult to assess a fair wage. In fact, as the employees compile the various roles, establishing a salary in relation to what is being done on the market becomes virtually impossible.

Another delicate point in adopting holacracy is the need for greater discipline. In a model where individuals have greater autonomy and responsibility, it can be easy for some to lose sight of the company's priorities. What's more, not all personalities adapt easily to this level of self-management. Some employees may experience increased stress when faced with the need to take on more initiative and responsibility without traditional supervision. It can also create a lack of clarity in task allocation, especially in larger or more complex organizations, where communication and coordination are essential.

Despite its image as an innovative management system, holacracy is not suitable for all businesses. It can take years to adopt, and many employees may have to leave. For large companies, partial adoption is recommended. On the other hand, for start-ups and SMEs with a high level of organizational adaptability and a relatively small size, holacracy appears to be an appropriate solution. In fact, many of them are early adopters.⁵

## Holacracy and conflict management

Managing tensions is a key element in a holarchic organization. Tensions, according to holacracy, are defined as gaps between the organization's current state and what an ideal situation might be. These tensions are often seen as opportunities for improvement. However, managing tensions can sometimes become a source of frustration. If they are not dealt with quickly or effectively, they can lead to conflict between team members.

The role of the facilitator is therefore crucial in ensuring that tensions are resolved constructively. In a traditional structure, conflicts are often managed top-down, with a manager or supervisor playing the role of arbiter. In holacracy, conflict resolution is more horizontal, with teams often having to find their own solutions to problems that arise. This requires a high level of maturity and communication skills on the part of team members. For this to work, the organization needs to put in place well-defined conflict resolution processes and clear frameworks for escalating tensions.

## The long-term benefits of holacracy

Despite the challenges it presents, holacracy offers many potential long-term benefits. By adopting a more flexible governance model, companies can improve their resilience in the face of market changes. Increased team autonomy encourages innovation, as ideas can emerge more quickly and be implemented without going through a long validation chain. This enhanced responsiveness is essential in sectors where change is rapid and adaptability is a key success factor.

One of the main advantages of holacracy is that it encourages better use of employees' skills. Indeed, employees are no longer restricted to a single defined role or position; they can contribute to different projects and circles according to their talents and interests. This also prevents certain talents from going untapped, or valuable skills from being under-utilized. This approach can lead to greater job satisfaction and higher talent retention, as employees feel they have greater freedom to develop their skills and broaden their scope within the organization.¹⁰

Finally, holacracy enables greater organizational agility. Companies that adopt this model are often more responsive to market changes, as they are not held back by rigid structures. Decisions are taken faster and closer to the operational teams, enabling strategies to be adjusted in real time. This flexibility can be a major competitive advantage, especially in dynamic markets where the ability to react quickly to change is crucial.

![Graph illustrating the benefits of Holacracy, emphasizing adaptability, autonomy, and team alignment.](https://wedo-assets.sos-ch-gva-2.exo.io/blog_task_organisation_4_steps_4_a7aac4fe0f.png)

## Holacracy and innovation: a winning synergy

One of the great strengths of holacracy lies in its ability to foster innovation. By removing hierarchical barriers, employees feel freer to put forward new ideas, even if they're off the beaten track. This ability to generate new ideas is essential in a world where markets evolve rapidly and companies must constantly reinvent themselves. Holacracy also encourages calculated risk-taking, as each circle can experiment on a small scale without fear of serious consequences for the organization as a whole.

What's more, holacracy enables ideas to be tested more quickly. Each circle can make decisions independently and implement prototypes or pilot projects without waiting for approval from top management. This reduces time-to-market and keeps the company competitive. This is particularly beneficial for startups or fast-growing companies, where the ability to innovate and adapt quickly is crucial to survival and prosperity.

Holacracy also encourages a diversity of viewpoints, allowing everyone, whatever their role or status, to contribute to collective thinking. This diversity is a powerful driver of innovation, as it enables a variety of ideas to be brought together and more creative solutions to the challenges facing the company to be explored. It also helps to break down the tendency towards one-track thinking, by encouraging the inclusion of voices from all levels and giving everyone the opportunity to play an active part in creating value for the company.

In conclusion, holacracy is an innovative management model that challenges conventional structures. However, its application raises challenges, particularly in the complex management of roles and organization. Adapted to agile companies such as [start-ups and certain SMEs](https://wedo.com/industries/sme), it is not a universal solution, especially for large structures. Each company must therefore carefully assess its specific needs before adopting holacracy, preparing appropriate adjustments for a successful transition.

Would you like to test holacracy in your company? WEDO can help you with our comprehensive governance module dedicated to this management system. To find out more, ask one of our specialists for a free demo.


::button-primary[Schedule a live demo]{link="/demo"}

### Governance with WEDO

::youtube-video{#vSchpiRKs0M}


::button-primary[Schedule a live demo]{link="/demo"}

**References**

1. GROSJEAN, VINCENT, LEÏCHLÉ, JACQUES and THÉVENY, LAURENT, 2016. New forms of work organization: opportunities or illusions? . 2016. Vol. 245, pp. 6-9.
2. BERNSTEIN, Ethan, BUNCH, John, CANNER, Niko and LEE, Michael, 2016. Beyond the Holacracy Hype. Harvard Business Review. August 2016. pp. 38-49.
3. CHIQUET, Bernard Marie and APPERT, Étienne, 2013. A new managerial technology, holacracy. Goussonville : IGI partners. ISBN 978-2-9545641-1-1. 658.002 22
4. CASTILLO, Amanda, 2018. Holacratie, l'utopie qui se passe de chef. Le Temps [online]. October 5, 2018. [Accessed April 17, 2022]. Available from: https://www.letemps.ch/economie/holacratie-lutopie-se-passe-chef
5. BERNSTEIN, Ethan, BUNCH, John, CANNER, Niko and LEE, Michael, 2016. Beyond the Holacracy Hype. Harvard Business Review. August 2016. pp. 38-49.

Holacracy reshapes organizations by balancing reliability and adaptability, contrasting with traditional pyramidal systems. Discover its benefits and challenges in this article.

This image explores whether holacracy is a revolution or a challenge, illustrated with a network of interconnected circles on an orange background

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Holacracy: managerial revolution or organizational challenge?

Fire departments often face considerable administrative challenges. Among the main obstacles are the complex management of human resources, the coordination of operations, the collection and centralization of data, and the management of budgets and material resources. Maintaining accurate and up-to-date reporting and regulatory controls documentation also represents a significant challenge. All these administrative aspects are essential to ensure emergency services' preparedness, responsiveness, and safety.

## Interview with Christian Mauley, Captain of the protection and safety department of Neuchâtel. He talks about how the WEDO platform helps them manage their activities.

### What is your role at the protection and safety department of Neuchâtel?

I'm deputy to the commander of the Neuchâtel coastal fire defense region and project manager for the Fire Brigade Office.

### Can you describe the Neuchâtel Fire Brigade and its activities briefly?

The protection and safety department's Fire Brigade heads up the Littoral Neuchâtel fire and defense region, which includes 40 professional firefighters and 220 volunteer firefighters. Firefighters are divided into three intervention sectors.

### What are the challenges of this multi-site organization?

The challenges associated with the multi-site organization of our fire defense region are manifold, and meticulous management is required to ensure safe and efficient operation. First and foremost, one of the main concerns is the **standardization of procedures**. With five different sites spread over three intervention sectors, all teams must **follow the same protocols and operational standards**. This ensures optimum coordination during emergency interventions and avoids confusion arising from divergent practices.

Another major challenge is to **manage the differing driving rhythms between professional and volunteer firefighters** at our different fire stations. Professionals are always on call, while volunteers have a variety of off-duty commitments. This requires careful planning to ensure that the correct number of staff is always available to respond to emergency calls while respecting individual constraints. Task management and centralized communication are essential for effective coordination between rescue centers. We use WEDO to facilitate the transmission of critical information in real-time while allowing each sector to operate autonomously for tasks specific to its geographical area. Finally, information security is paramount, especially when sharing files between sites. We must protect sensitive data and operational information from unauthorized access. Strict security measures are in place to guarantee the integrity and confidentiality of our data while enabling it to be shared securely between sites.

### Before integrating WEDO, what tools did you use for collaboration and administrative management?

We took our minutes on an Excel file for our various meetings and discussions. We had a shared diary on Outlook for the availability of rescue teams, and we exchanged information by e-mail. The fire station's various procedures and team management were documented on numerous Excel files that were not accessible to everyone at all times.

### What were the limitations of using these different tools?

Information was scattered in many places, resulting in much redundancy and loss. The dispersed communication between the various layers of the hierarchy and the fire station's stakeholders, therefore, impacted project follow-up and operations' fluidity.

### How do you use WEDO today?

We use WEDO to generate all the reports for the various meetings between the protection and safety department offices, such as regional staff reports, operational staff reports, sector reports, and daily intervention section reports. Finally, WEDO enables us to have all reports in one place so that those entitled to them can consult them at any time. Meeting members can also add items to the agenda to prepare for discussion. The platform has also enabled us to improve project management and track current information within the fire station. The platform's collaborative aspect allows us to assign routine tasks to users. In real-time, We can see how tasks are progressing, track maintenance, manage orders, and process expense claims, to name a few. It is also possible to document recurring procedures, such as material preparation or ongoing training, with checklist templates that can be launched at any time.

![Firefighter software for administrative management of firefighters](https://wedo-assets.sos-ch-gva-2.exo.io/Temoignage_Christian_Mauley_2_EN_7ed196a0fe.png)

### How did team members react to the introduction of the tool?

Consolidating various tasks and information into a single program facilitated integration of the tool. Sharing themes across all strata and management bodies enables the monitoring and transmission of information. In addition, we have created a small in-house newspaper on WEDO to increase adherence to the platform. All staff can add themes concerning current projects and past interventions in this journal. They can also add information in various formats, such as photos or regional articles.

### How does WEDO contribute to the Neuchâtel's protection and safety department digitalization process?

WEDO contributes to digitalization by considerably reducing paper printouts and centralizing project documents. The main benefits are the centralization of information, increased participation, and enhanced staff skills at all levels. The participative aspect of the platform considerably reduces the number of e-mails exchanged.


::button-primary[Schedule a live demo]{link="/demo"}



![Software for firefighter procedures and automatic dispatch of intervention-related tasks](https://wedo-assets.sos-ch-gva-2.exo.io/Temoignage_Christian_Mauley1_EN_2482933fb1.png)


Fire departments often face considerable administrative challenges. Interview with Christian Mauley, Captain of the protection and safety department of Neuchâtel.

This is a testimonial from Christian Mauley, Captain of the SPS Neuchâtel Fire Department, emphasizing that WEDO centralizes information, boosts engagement, and recognizes staff

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Management software for emergency, fire, and rescue services

## The organization of a Board of Directors

Companies in any field frequently meet with their board of directors to agree on major strategic decisions. This formal meeting must be well organized and conducted efficiently to facilitate the exchange and communication with the board members. It is, therefore, essential to use the necessary digital tools to improve the organization and follow-up of these meetings. These technological solutions must meet security requirements to allow secure communication and access.
Do you need help to ensure effective follow-up and organization of your board meetings? Then, we have the solution to help you!
WEDO is a meeting management tool that lends itself perfectly to preparing and monitoring boards of directors for many reasons. We suggest you discover 7 steps that show you how our collaborative platform supports the organization of Boards of Directors.

 🗓️ 👩‍💼👨‍💼🧑‍💼

## 1. Prepare your CA

### 📂 Organize the documents

If you are involved in preparing for your company's Board of Directors meetings, first organize all the documents that will be presented at the meeting, such as financial reports, sales reports, and marketing updates. Ensuring all documents are well-given, complete, and easy to understand is essential.

###  ✍🏻 Prepare reports

If you are responsible for presenting reports, prepare them well before the meeting. Ensure they are clear, and concise and contain all the relevant information for the meeting.

###  ❔ Identify key issues

Finally, before the meeting, identify the key issues or areas of concern that will be addressed during the session. Then, be prepared to offer ideas, suggestions, or recommendations if necessary.

Once you have prepared these initial points, focus on establishing the topics discussed at the meeting: your agenda.

##  2. Set the agenda

###  📣 Determine what topics to address

Topics discussed at board meetings may vary depending on the organization. They may include:

- financial reports;
- operational updates; and
- Strategic planning;
- Risk management;
- legal compliance;
- Ongoing projects;
- Voting;
- and other matters of importance to the organization.

###  📋 Create your base frame

The items discussed are often the same from one board to the next. Be sure to identify recurring themes to save valuable time preparing for future meetings.

###  🗣️ Choose theme presenters

The speakers may vary depending on the theme. Therefore, it is essential to define who should prepare the agenda items or simply who will be the presenters of the topic. This will reinforce the collaborative aspect of the preparation of the meeting. All members will be involved in the upcoming session.

###  📎 Joignez les fichiers aux bonnes thématiques

Au préalable, l’idée est de préparer les documents et rapports à partager avec votre CA. Prenez le temps en amont d’également les joindre aux différentes thématiques de votre ordre du jour afin que les participants puissent les lire et les annoter avant le jour J. Une réunion bien préparée améliorera son efficacité ! 

##  3. Manage access to the meeting

It is expected that access to a CA meeting needs to be finely managed to choose who can see what and especially when. If your tool allows it, try to control the access to the meeting and the role of your participants according to its stages. This will enable you to prepare your agenda according to these different rights and not worry about access beyond the preparation. Determine who are editors, readers, or those who do not have access.

##  4. Integrate the votes

#### 🗳️ Determine voters

Choose who is allowed to vote. Then determine how you will collect the results. Different options are possible:

- digital votes by each voter ;
- a show of hands during the session;
- and collecting votes, with the secretary transcribing the results at the end of the meeting.

####  ☑️ Allocate shares

Voting is integral to the Board of Directors' process since members are often asked to vote on strategic decisions affecting the company. Therefore, be sure to allocate shares according to the decision-making weight of each voter.

####  🟢 Require quorum

In the event of a vote, and if you have allocated shares, you must verify at the beginning of each board meeting that a quorum is present. A quorum is the minimum number of shares based on those present at the meeting.

####  👤 Allow anonymous voting

Determine for a meeting whether you will allow anonymous voting. This should be determined before the meeting, or at least before voting opens.

####  🚫 Hide voting results until close

Depending on the internal operation, it may be necessary to hide the votes until they are closed. Ensure this is the case for the votes processed during your board of directors.

####  🔨 Write pre-decisions

To save time processing the votes, you can write the pre-decisions resulting from them. This is possible if you can imagine the outcomes of the votes. You can prepare a pre-decision for each possible answer. 

##  5. Write the minutes

###  💻 Writing by the Secretary

For this very formal meeting, the writing of the minutes is usually entrusted to a secretary. Here is how this person will compose their minutes.

#### ✍🏻 Paragraphs

Add well-structured paragraphs to reflect the discussions in the plenary. The idea is to proceed systematically and be as transparent as possible while favoring a simple style and short sentences. Think about your future readers from the start!

#### 🗳️ Votes

During the drafting process, validate the votes prepared beforehand and decide on the final decision.

#### 🔨 Decisions

Highlight essential decisions made during the board meeting. The idea is that from the minutes, each member can see all the strategic decisions that the meeting has decided upon.

#### ✅ Tasks

Make a clear list of tasks that flow from the decisions approved by the board. You can also already assign tasks to the people in charge, determining their priority and due date. By doing this, you will have your members up and running by the end of the meeting. Then, everyone knows what needs to be done and by when.

###  👀 Private note-taking by members

####  ✏️ Add private notes to the minutes

Encourage your members to prepare in advance by taking private notes. The idea is also to have them write their notes and comments during the meeting to ensure they understand what is expected.

####  📝 Annotate attached files

The notes can also be added directly to the files and documents attached to the agenda and meeting minutes. The goal is for members to find their written interventions exactly where they belong.

##  6. Follow up on tasks

Track the progress of tasks from one meeting to the next to ensure that deadlines are met. Then, if your tool allows it, simply import your tasks into the next meeting's agenda to see if they were completed on time.

##  7. Give access to the minutes

At the end of the meeting and after the proofreading stage, control access to the minutes so that each member can review the minutes of the discussions. This will allow members to record everything that was discussed during the meeting. At the end, share the minutes with all members to encourage them to review them as soon as possible after the board meeting.

##  ✅ WEDO's advantages for your CA management

We talked earlier about the importance of choosing an excellent tool to manage and track the progress of your board meetings. WEDO develops the ideal collaborative platform for efficient meeting management. So why will our solution be your best ally for board meetings? Here is a summary:

**📋 You collaboratively prepare your agenda.**
![bod-prepare-agenda.png](https://wedo-assets.sos-ch-gva-2.exo.io/bod_prepare_agenda_7476ddda20.png)

**🔐 You manage access to the meeting.**
![bod-access-meeting.png](https://wedo-assets.sos-ch-gva-2.exo.io/bod_access_meeting_ac15c4df9d.png)

**🗳️ You integrate the votes into your board.**
![bod-votes.png](https://wedo-assets.sos-ch-gva-2.exo.io/bod_votes_c631be7608.png)

**⌨️ You write your report in real-time directly on the platform and allow the participants to take their private notes.**
![ca-writing-minutes.png](https://wedo-assets.sos-ch-gva-2.exo.io/ca_writing_minutes_7aa178ad22.png)

**✅ You track tasks from one meeting to the next by importing ongoing and completed tasks.**
![bod-tasks-tracking.png](https://wedo-assets.sos-ch-gva-2.exo.io/bod_tasks_tracking_21b36c4285.png)

**👀 You provide access to the minutes directly after the meeting and email them to members from the platform.**
![ca-access-meeting-minutes.png](https://wedo-assets.sos-ch-gva-2.exo.io/ca_access_meeting_minutes_b8cb3e8b91.png)

>**Do you want to test WEDO for your next board meeting? Then, our experts will introduce you to the tool and help you prepare your first agenda in 30 minutes.**

::button-primary[Contact our experts]{link="/demo"}

## Some examples of our clients who use WEDO to manage their board of directors
![wedo-customer-board-of-directors.png](https://wedo-assets.sos-ch-gva-2.exo.io/wedo_customer_board_of_directors_d91a634e29.png)



Efficiently organize & conduct board meetings w/ WEDO - a secure, digital meeting management tool. Enhance communication & follow-up with our 7-step collaborative platform.

Four professionals in business attire discussing around a conference table, with a woman speaking, overlaid with the text “Organize your Board meetings” and “Use case”

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Organize your Board of Directors with WEDO

## What is agility?

According to Jérôme Barrand, head of the Institute of Organisational Agility in Grenoble, agility is the capacity of a company to be reactive, flexible and innovative. It must also be able to anticipate future changes in order to adapt to them. It cannot wait for the environment in which it operates to force it to do so.

To be able to face these challenges, human-sized work teams must be learning, connected and autonomous. The aim is for everyone to find their place in the team and thus have a global vision of the company's organisational systems. Also, the agile culture advocates a light but sufficient hierarchical framework. The human element as well as communication are central to the organisation[^1] [^2]

## SCRUM method

Different methods exist to help companies in their quest for agility. SCRUM, which originated in the IT world, but which is becoming more and more popular, is one of them and is very widespread. This iterative and adaptive method always seeks a collective optimum[^3]

The first form of SCRUM appeared in an article by Takeuchi and Nonaka in 1986. They compare the so-called traditional approach to "a relay race" and the so-called holistic approach to "a rugby scrum" (SCRUM). "The relay race is a development process where teams of specialists pass the baton to each other once they have completed their task.  In contrast, in the "rugby" approach, where specialists try to complete the task by passing the ball from back to front (as in a rugby team), the development process is totally different. [^4]

Indeed, the SCRUM method, officially developed by Ken Schwaber and Jeff Sutherland a few years after this first article, is based on short cycles called "sprints". These usually last between one and four weeks. Each sprint begins with a planning meeting where the team defines the goals to be achieved and the tasks to be accomplished. During the sprint, the team works independently to achieve the defined goals. Every day, the team meets for a short follow-up meeting called "Daily SCRUM". During this meeting, each team member presents what they have accomplished since the last meeting and what they plan to do during the day.

At the end of each sprint, the team meets for a retrospective, during which they evaluate their progress and look for ways to improve the development process for the next sprints.

The SCRUM method is particularly useful for projects that are subject to frequent changes or where it is difficult to plan all the details in advance. It allows for rapid delivery of high quality products, close collaboration between team members and better responsiveness to changes. [^5]

Unlike traditional project methods, SCRUM does not plan years in advance and present a solution only at the end of the project. The goal of SCRUM is to divide the business requirements into the smallest possible increments and thus deliver many, finished results in short intervals. In this way, it is possible to take action after each sprint should a requirement or priority change. This not only saves time and costs, but also keeps the process agile and customer-oriented.

## Why WEDO is ideal for an agile company

In accordance with the above explanations, it is understood that the agile method is in fact a culture and a state of mind that must be spread throughout the company. David Preti, in his article "Doing Agile" versus "Being Agile", also shares this vision:

>Agility is not defined by a set of practices, but rather by a state of mind that one cultivates.   [^6]

WEDO presents itself as the ideal tool to cultivate this mindset and share an agile culture within the company. Indeed, thanks to WEDO, it is possible to efficiently manage the different types of meetings of the SCRUM method, but not only. The collaborative platform also allows you to be permanently connected to information and to your team members. Whether you are working from home or from the office, communication is easy. In addition, WEDO's teams and workspaces make the company more responsive and better organised. Each team member can easily consult their tasks and have a clear overview of what they have to do. This task overview can also be displayed in Kanban view, which is particularly useful for project management.

## The limits of the agile method

But then why hasn't the agile method, which sounds so beneficial in theory, already found its way into all companies?

The fifteenth edition of the State of Agile report, produced by the company [digital.ai](https://digital.ai/), provides some answers. According to the report, the main problems identified by more than 1,380 people worldwide in the adoption and practice of agile are the following:

- Inconsistent processes and practices between teams - 46%.
- Organisational culture not aligned with agile values - 43%.
- Resistance to change from the overall organisation - 42%.
- Lack of competence/experience with agile methods - 42%.
- Insufficient leadership involvement - 41%.
- Insufficient management support and sponsorship - 40%.

The report states that the main challenges mentioned above have remained largely unchanged in recent years. [^7]

Interestingly, then, these problems are not new and unknown. Other articles on this topic also point out the same limitations.

In summary, it is essential for a company that wants to implement agility sustainably into its structure to consider the points mentioned above. The list is certainly not exhaustive, but it will help the company avoid certain mistakes on its way to agility. One thing is certain: agility is a real challenge, and as the saying goes, "it's worth the effort".


**Sources :**

[^1]: BARRAND, Jérôme, 2010. L’entreprise agile : agir pour une performance durable. Paris : Dunod. Stratégies et management. ISBN 978-2-10-054346-5. 658.515.

[^2]: BARRAND, Jérôme, 2012. Le manager agile : agir autrement pour la survie des entreprises. 2e éd. Paris : Dunod. Stratégies et management. ISBN 978-2-10-057460-5. 658.401.

[^3]: SCHMITT, Christophe, 2016. De la complexité de l’action dans les organisations. ISBN 978-2-940384-36-05.

[^4]: TAKEUCHI, Hirotaka et NONAKA, Ikujiro, 1986. Stop running the relay race and take up rugby. Harvard Business Review. 1986. pp. 11.

[^5]: SCHWABER, Ken et SUTHERLAND, Jeff, 2020. The Scrum Guide:The Definitive Guide to Scrum: The Rules of the Game. novembre 2020.

[^6]: PRETI, David, « Faire de l’Agilité » versus « être Agile » - Blogue Savoir Agile. [en ligne]. [Consulté le 6 décembre 2022]. Disponible à l’adresse : [https://savoiragile.com/2017/02/07/faire-de-lagilite-versus-etre-agile/](https://savoiragile.com/2017/02/07/faire-de-lagilite-versus-etre-agile/)

[^7]: [DIGITAL.AI](http://digital.ai/), 2021. 15th Annual State Of Agile Report. 2021.

In a world where everything is moving fast and change is permanent, a company must be agile. This article will explain how to become more agile in order to better face this growing complexity.

This image illustrates the necessity of agility in business, depicted by a Scrum symbol with a circular arrow and gear on an orange background

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When agility becomes a necessity

Trello

Asana

Decisions

Monday.com

eSéances

MS Teams

MS Planner

OneNote

Every day, we juggle a series of tasks, from answering emails and attending meetings all the way to cooking dinner or finally folding that pile of laundry staring us down for days. Task management is everywhere around us, whether we realize it or not. 

But here's the catch: managing tasks is more than checking boxes. It's making sure the right boxes are checked at the right time, by the right people.

For individuals, good task management can mean less stress and more time to spend on what matters most to them. For teams and organizations, it's the difference between controlled chaos and seamless collaboration. When done well, task management becomes a superpower, moving businesses toward growth and ensuring projects are delivered on time (and with fewer sleepless nights).

In this guide, we're going to explore strategies, tools, and best practices that turn task management into a fine-tuned system. Whether you're wrangling your own to-do list or leading a team toward big goals, this can be your roadmap to staying on top of your game. 

Let's get started!


The Ultimate Guide to Task Management: Strategies, Tools, and Best Practices

There’s a special kind of dread that comes with a recurring meeting invite.

It’s always there, every Tuesday at 10, or even worse, every Friday at 3, clogging up your calendar. People join out of habit. Cameras off. Agenda optional. And somewhere between the first status update and the fifth half-decision, you realize: this meeting isn’t helping anyone. It’s just... happening.

A lot of recurring [meetings](https://wedo.com/features/meetings) were meant to create structure. Instead, they often create inertia. Same attendees, same talking points, same outcomes (or lack thereof). Over time, they stop being useful and start being background noise.

But here’s the thing: it’s not the recurrence that’s the problem. It’s the lack of structure. And when you fix that, you stop wasting time and start making it count. In this post, we’ll walk through how to redesign your recurring meetings to create real clarity and value, so people leave with direction, not déjà vu.

## The Compounding Cost of Poorly Run Recurring Meetings

One bad meeting wastes time. A recurring one builds a culture of wasted time.

It’s not just an hour lost every week. It’s five people spending one hour each, every single week, often just to rehash the same updates or decisions that never landed. Multiply that across a month, then across multiple teams, and you’re suddenly burning dozens of hours on meetings no one finds valuable.

And that’s just the obvious part.

Poorly structured recurring meetings come with hidden costs:

- **Delayed decisions -** when ownership isn’t clear, decisions get deferred.
- **Lost accountability -** if follow-ups aren't tracked, nothing moves forward.
- **Fragmented focus -** context switching and repeated discussions drain attention.
- **Participation theater -** people show up, but mentally check out.

Over time, these meetings start functioning as placeholders rather than progress points. And because they’re recurring, they rarely get reevaluated. The longer they stay broken, the more time, trust, and attention they quietly erode.

The worst part? Teams often *feel* this happening, but don’t know how to fix it. So the meetings stay. And the drain continues.

## Signs Your Recurring Meeting Is Broken

You don’t need a survey to know when a recurring meeting is off the rails. You can feel it. But just in case you’re on the fence, here are the most common red flags:

- **There’s no real agenda.** Maybe there was one once, but now it’s just bullet points copied forward, or nothing at all.
- **It’s the same conversation every time.** No progress, just recycled talking points.
- **A few people dominate, others stay silent.** It’s unclear who’s supposed to speak, so only the loudest voices fill the gap.
- **People multitask or don’t show up at all.** Engagement drops when the meeting stops delivering value.
- **Nothing gets documented.** Decisions, context, and action items vanish the moment the call ends.
- **Everyone leaves with a different interpretation of what just happened.** No shared record means no shared understanding.

When even the organizer doesn’t look forward to the meeting, that’s a signal. Recurring meetings aren’t passive calendar events. If they aren’t driving alignment, clarity, or momentum, they’re just slowly draining it.

## What a Structured Recurring Meeting *Should* Look Like

![The Structure of a High-Value Recurring Meeting — infographic showing six key elements: clear purpose, evolving agenda, defined roles, documented decisions, progress review, and intentional attendance.](https://wedo-assets.sos-ch-gva-2.exo.io/the_structure_of_a_high_value_recurring_meeting_en_897b3c5b75.png)

Not every recurring meeting is a lost cause. The good ones do exist, and they don’t happen by accident. Here’s what separates a structured, high-value recurring meeting from the kind people join out of obligation:

- **There’s a clear purpose.** Everyone knows *why* this meeting exists, whether it’s to resolve blockers, review key metrics, or make decisions. If the purpose changes, the format changes with it.
- **The agenda evolves.** It’s not a static checklist. It’s built in advance, focused on outcomes, and time-boxed. New topics are added intentionally, not out of panic or filler.
- **Roles are defined.** Someone’s leading the discussion. Someone’s capturing notes. Someone’s accountable for follow-ups. If no one owns it, it won’t get done.
- **Progress is reviewed.** Last week’s action items don’t disappear into the void. They show up again, visibly, until they’re done or resolved.
- **Attendance is intentional.** If someone doesn’t need to be there, they don’t get dragged into the call. Relevance drives participation, not habit.

When a recurring meeting is structured this way, it stops being a placeholder and starts becoming a lever for progress. It helps people show up prepared, stay engaged, and leave with clarity, not confusion.

## How to Fix a Broken Recurring Meeting

If your recurring meeting feels off, it probably is.

And like most of us, you probably don’t want to keep pulling people into a meeting that isn’t helping anyone move forward.

However, you don’t need to overhaul your calendar or reinvent how your team works. A few thoughtful changes can make a big difference, bringing structure, purpose, and energy back into the rhythm.

![Fix Your Broken Recurring Meeting: 7 Smart Changes — infographic showing seven tips for improving recurring meetings with icons for each step.](https://wedo-assets.sos-ch-gva-2.exo.io/fix_your_broken_recurring_meeting_7_smart_changes_en_a22c5c7735.png)

Here’s where to start.

### Reconsider the standing invite

Sometimes the most helpful thing you can do is hit pause.

Cancelling a recurring meeting, at least temporarily, can create space to rethink its purpose. You’re not removing it out of frustration. You’re making room to rebuild it with the right intent.

This also signals to the team that their time matters, and that the meeting will come back stronger, not just… back.

### Set a purpose and an end date

Not all recurring meetings need to last forever. In fact, most shouldn’t.

If a meeting exists to help move a project forward, consider setting a natural expiration point. You can always restart it later if it’s still needed. But adding an end date gives everyone a reason to focus, make decisions, and avoid dragging things out just to fill the time slot.

And if the meeting’s purpose can’t be clearly defined in one sentence? That’s a sign to rethink it entirely.

### Get clear on what the meeting is for

Vague goals lead to vague meetings.

Before restarting the series, take a moment to clarify what a successful version of this meeting would look like. Is it meant to surface blockers? Make decisions? Align on progress?

If you can define the purpose clearly, the rest, agenda, frequency, attendees, gets much easier to shape.

### Refresh the format so it works for the team (not just the calendar)

If your current format feels flat, it probably hasn’t been updated in a while. Look at what’s missing:

- Are the same few people speaking while others check out?
- Are action items getting lost after the call ends?
- Does the meeting feel disconnected from what’s actually happening week to week?

Now’s the time to make the structure work harder:

A dynamic agenda, a few defined roles, and a consistent way to track outcomes can go a long way.

### Set new norms for how the meeting runs

As the format changes, so should the expectations.

It helps to say them out loud, or better yet, write them down. Things like:

- “Add topics to the agenda before the meeting”
- “Use the first few minutes to review open action items”
- “End with a recap of who’s doing what”

You’re not making it rigid, you’re making it clear. And that clarity gives people a reason to stay engaged.

### Make attendance flexible

Not every meeting needs to be a full house. If only three people are actively working through a handoff or decision, everyone else can sit it out.

Encourage people to attend when it’s relevant, not just because their name is on the invite. That shift alone can turn a meeting from a time sink into a focused working session.

### Give the structure somewhere to live

It’s tough to keep a recurring meeting useful if the details are scattered across inboxes, chat threads, and documents.

When your meeting prep, discussion, and follow-ups are all in different places, things slip. And people lose track, not because they don’t care, but because they don’t have visibility.

That’s why having a centralized tool matters. One place for agendas, notes, and action items. One place to stay aligned.

### Revisit the structure regularly

Fixing a recurring meeting isn’t a one-time task, it’s a habit. Once you’ve got the structure working, set a reminder to check in on it every few months. Is the agenda still relevant? Are action items getting done? Has the purpose shifted? Small course corrections over time can keep the meeting sharp and valuable, instead of slowly drifting back into autopilot.

## Why WEDO Makes Recurring Meetings Work

Let’s face it, recurring meetings aren’t going away. And honestly, they shouldn’t. When they’re structured well, they can keep teams aligned, accountable, and moving forward without the daily scramble. The problem is the lack of visibility, ownership, and follow-through.

[WEDO](https://wedo.com/features) gives recurring meetings the infrastructure they’ve been missing:

- **Shared agendas** that evolve week to week
- **Real-time note taking** so nothing slips through
- **Automatic follow-up tracking**
- **Integrated [task management](https://wedo.com/blog/how-to-choose-the-right-task-management-tool-for-your-team)** that connects discussion to action
- **One space for context, decisions, and accountability**, before, during, and after the meeting

No more toggling between docs, inboxes, and sticky notes. No more repeating the same update three weeks in a row. With [WEDO](https://wedo.com/features), your recurring meetings don’t just feel better. They actually work better.

Ready to make your recurring meetings worth everyone’s time? [Try WEDO for free today](https://wedo.com/signup) and see what structured meetings can actually do for your team.

Tired of unproductive recurring meetings? Learn how to structure them for clarity, engagement, and follow-through, without wasting everyone’s time.

“How to Structure Recurring Meetings — illustration showing a process loop with arrows around a gear icon.”

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Recurring Meetings: How to Structure Them for Clarity and Value

In the fast-paced world of administrative management, executive assistants play a crucial role. The Swiss army knives of any organization juggle many tasks and deadlines while supervising those of others. Faced with these challenges, they often find themselves overwhelmed by routine, repetitive responsibilities. We immersed ourselves in the daily lives of 6 executive assistants who use the WEDO platform to understand the workings of their organization, the challenges they face, and the tools they have put in place to facilitate their management.

According to our study, the most time-consuming tasks for executive assistants revolve mainly around administrative functions. These activities, while necessary, tend to monopolize a significant proportion of their working time, preventing them from concentrating fully on more crucial aspects of their role, such as operational and strategic development.

Among the most time-consuming tasks in their job descriptions, the executive assistants surveyed identify the following:

**1. Meeting preparation:** preparing agendas and presentation documents, taking and sharing minutes, following up on decisions and tasks delegated at meetings,

**2. Diary management and meeting organization:** planning and coordination of appointments, team meetings, and conferences, taking care to avoid scheduling conflicts,
**3. Document preparation and management:** drafting, proofreading, and organizing important documents such as reports, presentations, correspondence and contracts,

**4. Project coordination:** managing and following up on specific projects, liaising between different departments, and meeting deadlines.

Internal and external communications, administrative support, and human resources management closely follow those.

## How to lighten the administrative load for an executive assistant?

When asked what tools were used to monitor collaboration before WEDO was integrated, the most common programs were Outlook, Word (for taking minutes), and Excel. However, these tools had significant limitations. Respondents reported difficulties related to the cross-functionality of information between different team members. For example, these tools were not conducive to **active, real-time collaboration when taking PVs**, making this task often cumbersome and time-consuming, and necessitating numerous round-trips. The systematic use of e-mail to distribute these documents wasted considerable time without guaranteeing effective communication.

Furthermore, the limited nature of these tools prevented efficient tracking of tasks and projects. Users faced significant challenges maintaining a clear, up-to-date overview of projects. In short, although these tools are widespread and familiar, their use in team collaboration and project management needs to be improved.

This situation underlines the importance of cross-functional tools and solutions to lighten the administrative workload. With the implementation of WEDO, the executive assistants surveyed were able to optimize their administrative processes.

### 1. Meeting preparation and management

![computerized agenda for real-time note-taking](https://wedo-assets.sos-ch-gva-2.exo.io/reunion_ENEN_aad2ef7f0e.png)

One of the most time-consuming aspects of the job is the preparation of meetings. With WEDO, executive assistants benefit from automated management and considerable time savings in preparation and follow-up. The platform enables uniform management of minutes, clear distribution of post-meeting tasks, and automatic tracking of topics from one session to the next. Users report an average time saving of 55% for these tasks.

![save time spent on meetings](https://wedo-assets.sos-ch-gva-2.exo.io/55_ENEN_83c8604c19.png)

WEDO's meeting module lets you integrate blocks of paragraphs, tasks, file attachments, personal notes, votes and signatures, among others.

![testimonial Regula Oberdorfer](https://wedo-assets.sos-ch-gva-2.exo.io/Regula_Oberdorfer_ENEN_1a54d3c30f.png)

### 2. Project management and task tracking

![efficient task management](https://wedo-assets.sos-ch-gva-2.exo.io/tasks_ENEN_be99588a59.png)

Project management and tracking represent another major challenge. WEDO simplifies this task by offering clear delegation possibilities, the creation of checklist templates to standardize processes, and real-time task tracking. This leads to better prioritization and more efficient day-to-day management.

![testimonials Aline Volery and Nicole Thalmann](https://wedo-assets.sos-ch-gva-2.exo.io/testimonials_Aline_et_Nicole_ENEN_11a8dc6cff.png)

### Use case: facilitating HR processes and the transmission of specifications

When executive assistants are involved in HR processes, the integration of WEDO proves to be a major asset. The platform makes it possible to standardize on-boarding and off-boarding procedures by means of specific checklists. These checklists, drawn up for each stage of the process, automatically assign the relevant tasks to the team members concerned. This method ensures structured, efficient management of personnel transitions, eliminating the operational uncertainties often associated with the question "What steps should I take?".

By simplifying these processes, WEDO not only eases the workload for HR managers, but also contributes to a clear, documented handover of tasks and knowledge from one employee to the next.

![simplified hr processes](https://wedo-assets.sos-ch-gva-2.exo.io/Modeles_checklists_ENEN_fdf58af70f.png)

One of the decisive advantages of WEDO, highlighted by our management assistants, is the ease with which recruitment interviews can be documented in real time. Each exchange can be recorded directly in a standardized (and customized if required) agenda, enabling these interactions to be saved methodically and instantaneously.

### 4. Transmission of information

WEDO lets you link documents to tasks or meetings, ensuring that all the necessary information is in the right place. Global search makes it easy to retrieve documents, and to find a specific file based on a keyword found in the PDF file.

In terms of communication, WEDO users particularly appreciate the immediate visibility of entries and the ability to restrict access to certain information.

![Alexandra Locher](https://wedo-assets.sos-ch-gva-2.exo.io/Alexandra_locher_ENEN_e53527e95c.png)

**We asked our users to rate the platform on a scale of 1 to 10, to qualify the positive impact WEDO has on their daily tasks.**

![Best collaborative software for executive assistant productivity and organizations](https://wedo-assets.sos-ch-gva-2.exo.io/preparation_reunion_note_ENEN_1_d92c7629a1.png)

![Alicia Aubert](https://wedo-assets.sos-ch-gva-2.exo.io/Alicia_Aubert_ENEN_5d3644b8f7.png)

Executive assistants can greatly ease their workload by equipping themselves with a collaborative platform. Do you have any questions or doubts about WEDO's compatibility with your needs? We'll be happy to give you a short 30-minute demonstration.

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In the fast-paced world of administrative management, executive assistants play a crucial role. The Swiss army knives of any organization juggle many tasks and deadlines while supervising those of others

An executive assistant speaking on the phone with colleagues blurred in the background, overlaid with the text “How to make an executive assistant’s daily life easier” and “Use case”

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Making daily life easier for executive assistants

Held once a month, quarter, or half-year, as required, these privileged meetings provide a confidential and open communication space, encouraging in-depth discussion of individual and collective objectives. They create a valuable opportunity to discuss each employee's specific challenges and needs, fostering better mutual understanding. Moreover, these meetings provide a framework for recognizing individual achievements and contributions, reinforcing a sense of accomplishment and belonging to the team. Thanks to these personalized exchanges, bilateral meetings contribute to more effective personnel management, more focused professional growth, and solid, fulfilling working relationships.

## Key topics for a bilateral meeting

During a bilateral meeting between a team leader and an employee, several key topics must be addressed to ensure effective communication and optimal management. Here are some of these topics:

### 1. Ongoing assessment
Discuss objectives for the current period and assess progress and results achieved. Identify successes and areas requiring further attention.

### 2. Professional Development
Explore opportunities for employee development, training, and professional growth. Identify skills to be strengthened and possible progression paths.

### 3. Feedback
Exchange constructive feedback on work performed, highlighting strengths and addressing areas for improvement. Encourage open dialogue to stimulate continuous learning.

### 4. Needs and Challenges
Allow employees to express their needs regarding resources, assistance, or support to accomplish their tasks. Discuss possible obstacles and find solutions together.

### 5. Work-Life Balance
Address workload-related issues, stress levels, and work-life balance. Identify measures to support employee well-being.

### 6. Projects and Initiatives
Discuss future projects, new initiatives, and potential employee contributions. Encourage active participation and creativity.

### 7. Management feedback
Offer employees the opportunity to share their feelings about management, work methods, and team communication. Foster an environment of trust and continuous improvement.

### 8. Focus on Vision
Ensure that the employee understands and adheres to the team or company's overall vision, values, and goals.

### 9. Resources and Support
Identify the resources required for the associate's success and ensure that he/she has the proper support to carry out his/her tasks.

### 10. Long-Term Planning
Examine longer-term perspectives and discuss the employee's career aspirations and how these align with team or organizational goals.

_"Enabling discussions in bilateral meetings, in a more intimate way and with a long-term vision, brings a notable benefit to the employee's career in the company. It makes them feel valued, heard and recognized above all. Setting clear, long-term objectives is a real motivator for them."_

**Marie Rudaz-Jaeggi**, *[AmbitionSuccess.ch](http://ambitionsuccess.ch/)* - MORGES

Team leaders and employees can establish fruitful collaboration, foster professional development, and maintain a positive working climate by addressing these topics regularly and in-depth at bilateral meetings.

## Use WEDO to keep track of your bilateral meetings!

![1_1 ENFR.png](https://wedo-assets.sos-ch-gva-2.exo.io/1_1_ENFR_78b8a89537.png)

With WEDO, you can prepare your agenda jointly with your manager or colleague. In this way, each participant can prepare the questions or topics to be addressed.

Generally speaking, the agenda items for a bilateral meeting are recurrent. WEDO enables you to set the topics so that they recur from one time to the next to ensure that discussions are followed up and that objectives evolve.

Once completed, the minutes are locked and remain available to both participants for consultation.

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During a bilateral meeting between a team leader and an employee, several key topics must be addressed to ensure effective communication and optimal management.

A smiling person listening to their counterpart in a one-on-one meeting, overlaid with the text “Topics for a one-on-one meeting” and “Use case”

Teamwork