Conversations that fail to reach completion are a waste of time. When there is an exchange of ideas, it is important to end it by stating the conclusions. If there is agreement, say it; if not, say that. When further action has been decided, get those tasks on a to-do list, assign people to do them, and specify due dates

Achieve completion in conversations

It establishes that you have to give someone 2 uninterrupted minutes to explain their thinking, before jumping in with your own. This ensures everyone has time to communicate their thoughts without worrying they will be misunderstood or drowned out by a louder voice.

The “2-minute rule”

Make clear what type of communication you are going to have in light of the objectives and priorities. If your goal is to have people with different opinions work through their differences (i.e., open-minded debate), you’ll run your meeting differently than if its goal is to educate.

Align objectives with appropriate types of communication

It is up to the meeting leader to balance conflicting perspectives, push through impasses and decide how to spend time wisely.If you’re running the conversation, you should be weighing the potential cost in the time that it takes to explore opinions of inexperienced employees versus the potential gain in being able to assess their thinking and gain a better understanding of what they’re like.

Asertiveness and open-mindedness

Topic slip is random drifting from topic to topic without achieving completion on any of them. One way to avoid is by tracking the conversation on a whiteboard so that everyone can see where you are.

Watch out for “topic slip"

People’s emotions tend to heat up when there is a disagreement. Remain calm and analytical at all times; it is more difficult to shut down a logical exchange rather than an emotional one.

Enforce logic in conversations

Often, groups will make a decision to do something without assigning personal responsibilities, so it is not clear who is supposed to follow up by doing what. Be clear in assigning personal responsibilities.

Assigning personal responsibilities

<div>Without someone clearly responsible, meetings have a high risk of being directionless and unproductive. </div>Every meeting should be aimed at achieving someone’s goals; that person is the one responsible for the meeting and decides what they want to get out of it and how they will do so.

Goals and directors of a meeting

They things faster than they can be assessed, as a way of pushing their agenda past other people’s examination or objections. If you’re feeling pressured, say something like, “I’m going to need to slow you down so I can make sense of what you’re saying.” Then, ask your questions.

Watch out for assertive “fast talkers

In 1974, Ray Dalio founded the hedge fund Bridgewater Associates, and it's now the world's largest, managing roughly $160 billion. Besides its financial success, Bridgewater has become known for creating a unique culture of radical truth and radical transparency. Here is Dalio's advice for how to run meetings that don't go off the rails.

Watch out for assertive “fast talkers

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