Meeting Evaluation

Skill level: Basic


Meeting evaluation is a technique used to help improve the quality of meetings. It is generally used at the end of a meeting as a mechanism for attendees to provide feedback to the leader on the effectiveness of the meeting process.

For recurring meetings, using the meeting evaluation technique at the initial meeting and then subsequently on an agreed upon periodic basis, such as once per quarter, is recommended.


  • Helps the meeting leader improve his or her performance using feedback from attendees
  • Helps the group improve through open discussion of the meeting process

How to Use

  • Step 1.  Prepare a flip chart or white board with two columns. Label the left column positive feedback and the right column opportunities for improvement.
    • *Note: Groups sometimes have various terms that are part of the company culture. Other example headings are:
      • Pros/Cons
      • W3/TALA (What Went Well/Take a Look At)
      • Liked/Improve
  • Step 2.  At the end of the meeting, allow 10 to 15 minutes for evaluation. Explain that, like brainstorming, all comments are welcome and will not be judged. The meeting leader can either act as scribe or appoint someone to that role.
  • Step 3.  Open the floor for feedback. Depending on the group, take random comments from anyone ready to speak, or, in a less interactive group, ask each person in turn for input.
  • Step 4.  List all feedback on the flipchart, worded as closely as possible to what the attendee said. There should be no evaluating or rebuttal of the comments. In some cases, conflicting feedback may occur (for example, the pace might be too fast for one person and too slow for another). Simply list each comment on the appropriate side of the chart.
  • Step 5.  At the end of the allotted time or when the group runs out of steam, the leader should first thank the group for their input and then scan the positive side of the list for potential kudos. For example, if a certain presenter has been complimented, the leader should take the opportunity to agree publicly and express thanks and appreciation.
  • Step 6.  Scan the right side of the list looking for repeated feedback and opportunities for improvement. Acknowledge where things went off track and agree upon an action plan for next time. (“Yes, we really didn’t stay to our agenda did we?  What could we do differently next time?”) While asking clarifying questions is acceptable, the leader should not openly disagree with any of the feedback.
  • Step 7.  Capture any agreed-upon improvements and implement them in the next meeting.

Relevant Definitions

Not Applicable




« Back to Glossary Index