Meetings are increasingly important in primary care practices, given the complex and seemingly endless changes to technology, billing, and care delivery that we have to communicate to our teams. But we're also busy, so we need to make sure our meetings are efficient and useful. Thinking critically about the “five Ws” can help maximize everyone's time.

1. WHY ARE YOU MEETING?

Understanding why you are meeting is key to determining whether a meeting is truly necessary. For example, if the intent is to have bidirectional communication, a meeting can be useful; however, if the intent is to have one-way communication, an email could be more appropriate. If the intent is for staff to share accomplishments or give kudos to colleagues, that's nice to do in person, but in some cases using a message board (physical or electronic) can be more efficient and longer lasting.

Similarly, you can use meetings to share patient safety stories, patient satisfaction scores, or process improvement data if the intent is to have a group discussion about them. But if you're just looking to make that information available to staff, sharing it electronically saves time and allows staff to look at it whenever is convenient for them.

Soliciting feedback from staff after meetings can reveal whether they think the meeting was truly necessary and what topics they think require the kind of vibrant group discussion that a meeting allows. Consider allowing staff to submit this feedback anonymously so they can be fully candid.

2. WHAT IS THE MEETING ABOUT?

Meetings should have a clear agenda (see “Sample agenda”). Consider assigning someone to plan the agenda and send it out beforehand (potentially with slides attached), and keep a calendar of speakers and topics to help track what you've used meeting time for.

If the meeting includes general announcements (e.g., new staff or changes to the worksite), you might leave a bit of time at the end for each group (clinical, administrative, etc.) to give a brief update, but make sure this is limited to new items that truly need to be communicated to all staff.

Regular staff meetings are an efficient time for guest speakers or mandatory training, to avoid having to dedicate clinical time to them. (Remember that you may need to take and document attendance for trainings mandated by regulations.) If you're hosting a speaker, give them a set amount of time to talk, so you can keep the meeting on schedule. Ask the presenter to focus on one or two key takeaways, and consider asking to review slides before the presentation to ensure the content is relevant to all or at least the majority of participants. It's also wise to assign someone to confirm the speaker is still coming a day or two ahead of time.

3. WHO SHOULD ATTEND AND LEAD THE MEETING?

Some meetings require all staff, while others may be tailored to one group. For example, if you've developed a new rooming protocol, that may be applicable to nurses or medical assistants, but not administrative support staff. In this case, deciding who should attend is pretty straightforward. But meetings are often a combination, with some agenda items that require all staff and others that don't. In that case, it may be beneficial to have a two-part meeting where everyone attends the first part, followed by staff-specific breakout sessions.

Meetings should have a designated leader. Without a leader who knows the agenda and is prepared to keep things on track, a meeting can become an unfocused free-for-all. If you have a medical or nursing leader, they might lead staff meetings, or you can rotate who leads. If one person typically leads, they should have a backup who can run an efficient meeting. The leader can also ask others to lead certain agenda items.

Meetings should also have a timekeeper to help keep the group on schedule, rather than expecting the leader to track time while addressing questions and comments. When another person is the timekeeper, it lessens the sense that the meeting leader is “cutting off” participants. It's also worthwhile to assign someone to take minutes or record the meeting for those who can't attend.

If you are part of a larger organization, consider asking the leadership to attend meetings periodically so your staff can meet them and share concerns.

4. WHEN IS THE MEETING?

Practice leaders should determine when and how often a meeting occurs. Common intervals are monthly or every other month. The ideal meeting time allows most staff to attend without increasing their work hours and with the least disruption to clinical care — such as the start of the workday or over lunch, depending on local rules and expectations. Try to avoid Mondays and Fridays, which are often busy in primary care and popular days for staff to take vacation.

Forty-five minutes to one hour is generally adequate for regular monthly staff meetings. It's important to end on time, especially if clinical care starts immediately at the end of the meeting. Have a plan to cover walk ins, phone calls, or other clinical needs during the meeting. If you don't need to meet during a certain month, proactively cancel the meeting and open the time for patient care, online training (including CME), or catching up on administrative tasks. Similarly, if you get through your agenda early, celebrate that, and tell staff you are ending early so they can catch up on other duties or just take a few minutes to recharge.

5. WHERE IS THE MEETING?

During COVID-19, many practices pivoted to virtual meetings, and some have remained virtual. We think there are benefits to meeting in person, if possible, to help build a sense of community and teamwork. If your site has a conference room large enough to accommodate all staff, that is an obvious choice. If you do not have a conference room, another option is a large hallway (as long as patients are not being seen at the same time). Space limitations may require some meetings to be virtual or a hybrid. If so, consider designating someone to monitor the chat box.

ADD IN SOME FUN

While efficiency should be the main goal of meetings, team building is also important. Once you've addressed the five Ws, consider episodically adding in activities that promote wellness (such as stretching) or that help staff get to know each other (you can find many “ice­breaker” ideas online). You can also offer healthy snacks during or after the meeting. These variations to the usual meeting structure can add excitement and increase engagement.

Staff meetings are an import­ant part of your clinic's internal communications. By intentionally planning staff meetings, you can maximize the odds of meeting time being useful and enjoyable.