Form questions
Meeting feedback questions that take under a minute
Ten questions is the ceiling and eight screens is the shape. Three are essential: whether people knew why the meeting was happening before it started, what was actually decided, and whether the meeting should keep running in its current form. Everything else explains those three and can be cut on a busy week.
Meeting feedback only gets answered if it costs less than the meeting did, which means most of it has to be one tap. These questions cover purpose, attendance, decisions and length, and they end with the only question that changes a calendar.
The questions
Before it started
Did you know why the meeting was happening before it started?Single choiceRequired
Yes, roughly, no. A test of the invitation rather than of the chair.
Was there an agenda you could read beforehand?Single choice
Yes and I read it, yes but I did not read it, no. The middle option is its own finding.
Did you have to prepare anything?Single choice
Were the right people in the room?Single choiceRequired
Yes, someone was missing, too many people, both.
How much of it needed you there?Single choice
All of it through none of it. The cheapest attendance audit available.
In the meeting
How did the length feel?Single choice
Five labelled points from far too short to far too long, so both failures are visible.
Did it start and finish on time?Single choice
Did you speak?Single choice
Yes, I tried and did not get in, no I had nothing to add, no I did not feel able to. The last option is the one to watch.
Did anyone dominate the discussion?Single choice
Ask it neutrally and never ask who.
Was there a moment where the meeting lost its way?Single choice
How well did people joining remotely take part?Single choice
Include a nobody joined remotely option.
What came out of it
What was decided?Long text
In one line. A blank answer here across several attendees is the strongest possible result.
Do you know what you are doing next as a result?Single choice
Yes, partly, no, nothing was for me.
Do you know who owns each action?Single choice
Could the outcome have been reached without a meeting?Single choice
Yes in writing, yes in a short call, no it needed the room.
What comes next
Should this meeting keep running?Single choiceRequired
Keep as it is, keep but shorter, keep but change who attends, make it a written update, cut it.
How often should it happen?Single choice
More often, as it is, half as often, only when there is something to decide.
How long should it be?Single choice
Fifteen minutes, thirty, forty five, an hour, longer.
One thing that would have made it betterLong text
Optional, and the answer the organiser reads first.
Would you be willing to chair it next time?Single choice
A recruiting question that quietly finds the people who care enough to complain.
Which questions to make required
Three questions are required and the rest are one tap conveniences. Knowing why the meeting was happening is required because it is the single best predictor of whether the hour was wasted. Were the right people in the room is required because attendance is the cheapest thing to change. Should this meeting keep running is required because it is the decision the survey exists to inform. Everything else, including the decisions box, stays optional so the survey still finishes inside a minute.
- Did you know why the meeting was happening before it started?
- Were the right people in the room?
- Should this meeting keep running?
The form built from these questions
A static copy of a form built from part of the bank, exactly as it renders.
How to change this for a different kind of meeting
A retrospective or team health check. Feedback about a retro is mostly about safety, so replace the attendance questions with three statements to rate: I said what I actually thought, the discussion got to a cause rather than a symptom, and the team left with something it will act on. Keep the keep or cut question, because retros go stale faster than any other recurring meeting. A workshop or planning day. A full day earns more than eight screens. Add a question rating each session on the agenda as a grid, ask which part should have been longer and which should have been cut, and ask whether the pre reading was worth doing. Keep the decisions question and make it required, since a planning day that produced no decision is a finding worth recording. A client or external meeting. Drop the internal wording entirely and ask three things: whether the client got what they came for, whether anything was promised, and what they expect next. Send it to your own attendees rather than to the client, because an internal record of what was promised is more useful than a satisfaction score.
Questions people ask
When should a meeting feedback survey be sent?
Within minutes of the meeting ending, while people are still at their desk and the answer is still obvious. An hour later it competes with the work the meeting delayed, and the next morning it competes with everything else. The response rate roughly halves for every hour you wait.
Does the organiser see individual answers?
Only the totals, and saying so on the first screen is what makes the cut answer honest. Individual visibility turns the survey into a comment on the person who called the meeting, and the answers become uniformly positive within about two rounds of anyone noticing.
Is one question enough?
A single was this worth it question gets the highest response rate and tells you the least. It cannot separate a meeting with no agenda from one with the wrong people or one that ran twice as long as it needed to. Eight one tap screens still finish inside a minute and produce a list of changes.
Should every meeting be surveyed?
No. Survey recurring meetings for three or four rounds, act on the result, then stop. Surveying every meeting produces fatigue, and a survey attached to a one off meeting has nothing to compare itself against. The instrument is for recurring calendar entries nobody has questioned in a year.
What do you do with a meeting that scores badly?
Change one thing and measure it again. Shorten it, cut the attendee list, or convert it to a written update, but change only one, because changing three at once means learning nothing. Three consecutive rounds of cut answers is enough evidence to remove it from the calendar entirely.
Should attendees be able to say they did not feel able to speak?
Yes, as an explicit option rather than as a free text invitation. It is the finding that matters most and the one people will not volunteer. Keep it phrased as a fact about the meeting rather than about the person, and never follow it with a question asking why.
Should a one to one be surveyed?
No. A recurring survey about a private conversation between two people is neither anonymous nor welcome, and it changes the conversation it is trying to measure. If a one to one is not working, that belongs in the one to one, or in the manager effectiveness survey that runs once a year.
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