Public Meetings don’t have to be Miserable
Ask someone in public service how they feel about public meetings, and you’ll probably get a long sigh followed by a few war stories.
At their worst, public meetings are performative and unproductive. The loudest voice dominates, the rest tune out, and the people most affected leave without answers. It’s no wonder we sometimes treat them like a box to check or a fire to contain.
But that’s not the goal.
When I help design a public meeting, I want people to walk away feeling like it was worth their time, that their questions were heard, and that something useful came from showing up. Not everyone will leave happy, but they should leave informed, respected, and clear on what comes next.
Designing for the Moment You’re In
Most of the meetings I plan aren’t celebrations or visioning sessions. They’re responses. Something went wrong, people are upset, and there’s uncertainty about what’s next.
That deserves more than a mic and a stage. It deserves structure that respects people’s time, centers their concerns, and gives them a reason to believe the meeting was worth it.
That’s why I focus on designing for the moment we’re in, not the one we wish we were in. I think about who will attend, what they need, what outcomes are realistic, and what pitfalls we can anticipate.
Five Principles That Work
I’ve led dozens of tough meetings. None were perfect. But over time, I’ve learned how to make them more productive, not just for the loudest voices in the room, but for everyone who cares about what happens next.
Here’s what I’ve found works:
Set expectations early. Before the meeting, I work with internal teams and community partners to clearly communicate what the meeting is and isn’t. This prevents the “bait and switch” feeling that can fuel public distrust.
Ditch the traditional format. I’m a strong believer in open house models, especially for reactive topics.
Start with a welcome table to collect info and guide people to the right place.
Set up topic-specific stations with subject matter experts.
Let residents ask questions directly instead of waiting through an hour of public comment.
It’s more work, but it’s worth it.
Keep presentations tight, if you need one at all. If a briefing is necessary, keep it short and clear, then return to the open house format. This avoids grandstanding and gives people multiple ways to engage.
Build in a feedback system. Feedback forms aren’t just a courtesy. They help surface concerns we might otherwise miss, give quieter participants a voice, and create a record to guide next steps.
Use forms to manage monopolizing behavior. There’s always at least one person who with a long list of grievances. And they deserve to be heard, but not at the cost of others getting their turn. I equip staff with a simple handoff:
“That’s really important feedback, and I want to make sure we get it documented. Would you mind writing that down so we can include it as we look at next steps?”
It’s respectful, clear, and keeps the conversation moving.
Why It Matters
Public meetings will always be a little messy, but they don’t have to be miserable. With the right structure, public meetings can do what they’re meant to do: bring clarity, build trust, and help us move forward together.
