visit agenda meaning

Visit Agenda

Agenda writing can be very demanding but worthwhile at the same time. It may easily guide participants on where to go and what to do at a given time period. It gives an insight on what must be accomplished within the time allotted to ensure that participants remain well-informed at all times. Because of such, it must be created well enough to serve its purpose.

In creating an effective meeting agenda , key points need to be discussed clearly. But to create an effective visit agenda, other matters must be focused on for it to run smoothly.

Client Visit Sample Agenda

Size: 158 kB

Business Visit Schedule Agenda

Site Visit Agenda and Information

Size: 451 kB

Factory Visit Agenda

Size: 30 kB

What Is a Visit Agenda?

A visit agenda and an itinerary is often used interchangeably. An agenda is a list of things to be done, such as a meeting of topics and issues to be discussed. There are multiple agenda examples that support this thought. An itinerary, on the other hand, focuses on the things to be done on a trip and other significant details of a particular location. A visit agenda is a strict list of details and instructions made for formal visits that are under a tight schedule.

How to Write a Visit Agenda

There are multiple agenda examples in excel that you can follow. But if you want to start from scratch, there are things to consider in writing a visit agenda.

The agenda must contain all the necessary details and instructions. From the participants involved to the given time period, even the smallest details are essential to carry it out. The agenda’s title should also provide a clear message to its readers, containing a proper insight of what the printable agenda is for. The details of the visit must also be well organized. Travel time might affect the next activity, so you must be practical when setting each activity.

Agenda of Industrial Visit

Sales Agenda Sample

Guidelines for a Visit Agenda

To prepare a visit agenda, you need to know what needs to be covered within a given time period. These are the essential parts of the visit that have to be accomplished. If you wish to include an activity on the list, the details on how to achieve it must be thought through. This would include transportation and other essential materials. You may also see agenda examples in word to serve as your guide.

We often see tips on meeting agenda examples on how to make an effective agenda. A visit agenda is no different however, there are some guidelines that you should consider for a good visit agenda:

Estimated time schedule. Although a schedule can alter due to unforeseen circumstances, it’s good to prepare a time frame for each activity to carry out smoothly.
Start and finish. Although it’s not necessary to end the day formally, it’s a good idea to indicate the start and end of the agenda properly.
Additional notes. These could be instructions on how to carry out activities.
Update regularly. Changes in schedule or activities must be reflected immediately to avoid any form of conflict.

Agenda Maker

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Draft an agenda for the upcoming student council meeting focusing on school safety improvements and fundraising ideas

Create an agenda for a parent-teacher association meeting discussing new teaching methods and school year planning.

How to Plan the Perfect Customer Visit [+ Agenda Template]

Published: August 02, 2021

Now that the world is opening back up, it’s time to get out there and meet your customers face-to-face. For many newer customers, this might be their first time getting to spend time with you — especially as conferences have moved online.

Creating that connection is invaluable. But before you book that plane ticket, it’s essential to create a plan. Planning the perfect customer visit will ensure that you meet your goals and that your customer meeting will be successful. Here’s a look at how you get there.

Why plan a customer visit?

Jason Lemkin, the founder of SaaStr and EchoSign, has said “ I never lost a customer I actually visited. ” That’s a bold statement — one that's worth taking note of. But why? What is it about customer visits that has such a big impact on customer loyalty?

First of all, you get to make a stronger impression with your customers. No matter what you sell, you aren’t just selling a product — you’re also selling the people behind it.

Your vision, your passion, your knowledge are all play into the perceived value of your product or service. All of these elements come across more strongly when you visit in person. A Zoom call just isn’t enough time to go deep.

Secondly, you get to see how your customers are using your product in person. Are they constantly printing out reports to pin up on a wall? Are you seeing teams walk across the sales floor to point out something on a screen? What kind of working environment and equipment do they have? What other types of software are they using?

Everything happening behind the scenes paints a much clearer picture of who your customers are. And when it comes time to renew or jump on that next customer success call, you’ll have a lot more knowledge ready to draw on.

Finally, meeting your customers in person is a huge motivational boost! When you’re behind a screen for so long, it can start to feel like what you do doesn’t matter — or that you’re not making any real connections. But a visit to a customer’s office can change all that, and really light up your idea of “why” you do this at all.

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5 Potential Goals of Your Customer Visit

Going into a customer visit with goals in mind will help you get the most out of your time there. Here are five goals to consider when planning a customer visit:

1. Understanding Their Business Goals

If you’re visiting a client, you’re likely hoping for a long term relationship. Understanding what their future goals are can help align your product with their needs. These in-depth conversations would rarely come up over a quick phone call.

2. Gathering Feedback

Customer visits provide a unique opportunity to gather honest and in-the-moment insight into what your customers need and want. When you sit next to someone who uses your product in their daily work, there’s a lot more space to have this feedback arise. And documenting it for future sales opportunities and your product team is one of the more productive actions you can take during a customer visit.

3. Referrals

In-person visits are a great time to ask for and give referrals. Ask, “Are there any other companies that you work with that you could see our product being helpful for?” Alternatively, if a pain point is mentioned by the client and you know the perfect company to help solve it, don’t be afraid to build that connection. It’s just another way you can bring value to your customers.

4. Uncovering Opportunities for Cross-Selling or Upselling

While your primary objective shouldn’t be pitching your offering at every opportunity, you might uncover a problem that your product or service can help solve. Noting these potential value-adds can make for more effective, thoughtfully targeted upsell and cross-sell conversations.

5. Testimonials and Case Studies

Customer visits can be a unique source of sales content, including pictures for case studies, video testimonials, and strong evidence-based customer stories. If you plan on making this one of your primary goals, consider asking your client to set the stage for these kinds of materials before you visit so you already know who you’ll be speaking to, before coming onsite.

How to Plan an Onsite Customer Meeting

By putting more effort in before you go, you’ll have a much better chance of achieving your goals and impressing your clients. Here are some key actions to consider when planning your customer meeting.

Thoroughly prepare before the visit.

Before you arrive, make sure you’re up to date on the state of the customer's account. Who are they usually talking to at your company? What customer service tickets have they raised lately? Are there outstanding issues that need to be addressed? These will come up during your visit.

Secondly, understand the current ecosystem your customer is working within. Is your customer in the news? What’s happening in their industry? What threats and opportunities are arising in their business? Being prepared and knowledgeable about their inner workings will make a better impression than coming in blind.

Decide who you’re meeting with.

Start by setting up a meeting with relevant company leadership. That could be the CEO, the founders, or the VP of the functional team you're working with — depending on the company's scale. Bear in mind, while this contact might be the "reason" for your visit, they're probably not who you'll be spending the most time with.

Once you have a meeting scheduled with the company's leadership, plan the rest of your day around meeting with the team leaders and employees using your product — as well as any teams that are open to signing up or expanding the current seat count or contract scope.

Make dinner reservations for you and your clients.

Traditionally, a customer visit includes taking your client out for a nice dinner as a token of appreciation. It also offers a chance for you to get to know each other outside of the limits of the work environment and form stronger relationships.

That being said, this is not a social visit. Keep your goals in mind — even outside of work hours. If you’re familiar with the restaurants in the area, choose a place that has options for every diet and has a good atmosphere for conversations. If you’re not familiar with the available options, ask the client where they’d recommend.

Complete the wrap-up report.

After the visit is over, you still have work to do. Create a wrap-up report for your internal teams back at the office. It should cover key elements of the visit like any confidentiality agreements put in place and who at your company you can share contact information or sales figures with.

Identify any action items that came up during the visit. Include any positive highlights during the meeting as well as any risks or opportunities that arose. Create a copy of the report for your client as well, to show that you were listening to their concerns and that you’re going to follow up with them.

Customer Visit Agenda Template

Use this sample agenda to plan your own customer visit.

10 am: Welcome/Office Tour (30 minutes, w/ Stacy, Raul)

Get settled, set up a desk or boardroom for the day

11 am: Executive Meeting (1 hour, w/ Stacy, Thomas, Ankit, Shireen)

Overview of status, product usage, any updates
Add any bullet points you need to cover here
Upcoming changes or challenges for the business
New Opportunities
Areas of concern

12pm: Lunch

1pm: User Meetings (4 hours, rotating through Marketing teams)

Overview of new features
Gather feedback from users
Sit with teams to review workflow

5pm: Wrap Up meeting (30 minutes)

Process or configuration change recommendations
General questions and answers
Items to be addressed as part of maintenance
Enhancement opportunities

6:30pm: Dinner at Restaurant

Internal Notes

At the bottom of your agenda, include internal notes that are meant to be shared with your team only.

Plan for success

It’s time to get back out there and meet your clients face-to-face. By planning your customer visit ahead of time, you’re sure to achieve your goals and come out with a stronger understanding of what your clients need.

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Difference between AGENDA, ITINERARY, and SCHEDULE

An agenda is a list or program of things to be done. Workers who are well-organized will often have an agenda for meetings – a list of specific topics to discuss, or things to accomplish during the meeting.

If something is “on the agenda” or “on your agenda,” it means that people are willing to discuss it or work on it.

We also have the expression “a hidden agenda,” meaning a secret plan that you are hiding by pretending you have a different intention.

Some people also use the word agenda to mean their calendar. If someone asks if you are free for lunch next week, you might say, “Let me check my agenda” to find out which day you are available.

The word itinerary is a list or plan of things to do during a trip. On an organized tour, the travel agency will give the travelers an itinerary describing the different places they will go and things they will see.

A schedule is a list of things to be done at a certain time. A conference, for example, might have a schedule like this:

Breakfast 7-9 AM
Main speaker 9-10:30 AM
Workshop 11-12
Lunch 12-2 PM

Public transportation like buses and trains also have schedules. Another word for schedule, when used as a noun, is “timetable.”

Schedules can also be for long-term projects – the schedule defines what tasks must be done by a certain date. For example, the construction of a building:

Lay the foundation – by Feb. 1
Build the structure – by July 1
Install the electrical systems – by August 1

If something is done or progressing faster than expected, it is “ahead of schedule” – and if something is delayed, it is “behind schedule.”

Finally, the word schedule is used as a verb for establishing an appointment or action at a certain time, for example: “I scheduled my dentist appointment for next Thursday.”

Clear up your doubts about confusing words… and use English more confidently!

More Espresso English Lessons:

About the author.

Shayna Oliveira

Shayna Oliveira is the founder of Espresso English, where you can improve your English fast - even if you don’t have much time to study. Millions of students are learning English from her clear, friendly, and practical lessons! Shayna is a CELTA-certified teacher with 10+ years of experience helping English learners become more fluent in her English courses.

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Agenda Templates

10+ sample visit agenda.

Visitors don’t come often. They visit for a purpose, and they are only available for a certain period of time. Any event or occasion that ranges from formal to casual ones could definitely involve visitors. They come for different reasons be it academic conferences, workshops, seminars, training sessions, and a lot more.

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Simple Visit Agenda Action Items Template

Free Business Visit Agenda Template

Client Visit Agenda Sample

Free Corporate Visit Agenda

Free Project Site Visit Agenda

Free Industrial Visit Agenda

What is a Visit Agenda?

How to prepare a visit agenda.

Assign assistants. As a host for a certain conference for example, you have to assign assistants before hand so you could finally prepare a visit agenda. Once they’re assigned on different posts, it would be a lot easier to plot their information in your visit agenda.
Know visitor’s details first. You are expected to know your visitor’s details before anyone else. An estimated time of arrival is an example of a vital visitor detail. With your initial information obtained, the rest of the details in your visit agenda would all just follow.

Free Site Visit Agenda Template

Company Site Visit Agenda Sample

Free Advocacy Visit Agenda in PDF

Sample Visit Agenda

Free Site Initiation Visit Agenda in PDF

Sample Visit Agenda Templates

This Corporate Visit Agenda Template is presented in a table. It would be much easier for you to plot your visitor’s schedule and corresponding activities as well.
We also offer a Project Site Visit Agenda Template , which is already written for you in subparts. All you need to do is input the different activities that you have prepared for your visitors. You could also plot any of their preferred schedule. Either way, you already have it all organized.

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Simple industry visit report template, hospital site visit report template, it site visit report template, technical site visit report template, project site visit report template, sales site visit report template, hotel site visit report template, security site visit report template, job site visit report template, customer site visit report template.

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Meeting agenda examples: How to plan, w ...

Meeting agenda examples: How to plan, write, and implement

How to write an effective meeting agenda + template article banner image

Your agenda tells your team what to expect during a meeting and how they can prepare for it. Ideally, you’ll use your agenda to connect your team with the meeting’s purpose, assign tasks or items to team members, and designate a realistic amount of time to each agenda item. A great meeting agenda maximizes the meeting’s effectiveness and keeps your team on track.

An effective agenda communicates the purpose of your meeting, gives your team the chance to prepare their agenda items, and keeps everyone on track.

Whether you’re preparing for your next board meeting, staff meeting, or business meeting, we’ll help you write an agenda that will maximize your meeting’s potential.

What is a meeting agenda?

A meeting agenda serves as a structured roadmap for your meeting, detailing the topics and activities planned. Its primary role is to provide meeting participants with a clear framework, outlining the sequence of events, the leader for each agenda item, and the time allocated for each task. By having this agenda as a guide both before and throughout the meeting, it helps to facilitate an efficient and productive flow of discussion.

How to write a meeting agenda

Crafting a meeting agenda is a key step in ensuring a focused and productive meeting. Here's how to do it effectively.

1. Clarify meeting objectives

The first step in writing a meeting agenda is to clearly define any goals. In clarifying the goal, be as specific as possible. This specificity helps guide the discussion and ensure that the meeting remains focused. It also helps stakeholders prepare for the meeting.

For example, if the goal is to finalize the budget for the next quarter or discuss new business, participants would come prepared with relevant data and insights.

A well-defined goal also helps set the meeting's tone and align everyone's expectations. This clarity leads to a more structured discussion and a more productive meeting overall.

[inline illustration] how to state the purpose of a meeting in an agenda (infographic)

2. Invite participant input

Inviting input from participants before finalizing the agenda is a critical step in creating a comprehensive and inclusive meeting plan. This involves reaching out to potential attendees and asking if there's anything specific they would like to discuss or add to the meeting agenda.

For example, if you're planning a meeting for a project team, you could send an email asking each member to suggest topics they feel are important to address. This could reveal issues or ideas you hadn't considered, ensuring a more well-rounded agenda.

Incorporating participant input not only makes the agenda more comprehensive but also increases engagement. When team members see their suggestions included, they feel valued and are more likely to participate actively in the meeting. It also ensures that the meeting addresses the concerns of all attendees.

Gathering input can be done through various channels, like email, shared docs, or team collaboration tools. The key is to make it easy for meeting participants to contribute and to ensure their suggestions are considered and, where appropriate, included in the final agenda.

3. Outline key questions for discussion

Making a list of important things to talk about is important for keeping the meeting on track and focused. Start by identifying the main meeting topics that need to be addressed and framing them as questions.

For instance, if the meeting is to discuss the progress of an ongoing project, key questions might include:

What are the current roadblocks in the project?

How are we tracking against the project timeline

What resources are needed to maintain the pace of work?

These questions serve as talking points and a guide for the discussion, ensuring that all relevant topics are covered. They also help in structuring the conversation, making it easier for participants to prepare and engage effectively.

4. Define each task’s purpose

Each task or topic on the agenda should have a clearly defined purpose. This transparency helps participants understand the importance of each discussion point and how it relates to the overall goal of the meeting.

For example, if one of the agenda items is to review recent client feedback and performance metrics, the purpose might be to identify areas for improvement in customer service. By stating this purpose, participants can focus their thoughts on this specific objective, leading to a more targeted and fruitful discussion.

Defining the purpose of each task also helps prevent the meeting from going off track. When participants understand why a topic is being discussed, they are less likely to veer off-topic, making the meeting more efficient.

5. Allocate time for agenda items

Effective meeting management requires allotting time for each item on the agenda. This includes determining the amount of time needed for each meeting topic or task and scheduling the meeting appropriately.

For instance, if you have five items on your agenda, you might allocate 10 minutes for a brief update, 20 minutes for brainstorming, and 15 minutes for discussing action items. This time allocation should be based on the complexity and importance of each topic.

Effective time management requires being realistic with your time estimates and factoring in extra time for unforeseen conversations or inquiries. This approach helps in keeping the meeting within the scheduled time frame, respecting everyone's time, and maintaining focus.

6. Assign topic facilitators

Assigning facilitators for each topic on the agenda can greatly enhance the effectiveness of the meeting. A facilitator’s role is to guide the discussion, make certain that the conversation stays on track, and that all voices are heard.

For example, if one of the agenda items is to discuss sales strategies, you might assign this topic to a senior salesperson. Their expertise and familiarity with the subject can help steer the conversation productively.

Facilitators should be chosen based on their knowledge of the topic and their ability to manage group discussions. They should also be briefed on their role and the expectations for the discussion.

7. Write the meeting agenda

Finally, compile all the elements into a structured and comprehensive agenda. The agenda should include the meeting’s goal, a list of topics to be discussed with their purposes, time allocations, and assigned facilitators. This structure provides a clear roadmap for the meeting, ensuring that all important points are covered.

Share the agenda with all participants well in advance of the meeting. This allows them to prepare and ensures that everyone is on the same page. A well-written agenda is a key tool in running an effective and productive meeting.

Tips to create an effective meeting agenda

Let’s start with some of our favorite tips on creating great meeting agendas so you can make the most of yours:

Create and share your meeting agenda as early as possible. At the very latest, you should share your meeting agenda an hour before the meeting time. This allows everyone to prepare for what’s going to happen. Your team can also relay questions or additional agenda items to you for a potential adjustment before the meeting. Besides, when your team members have a chance to properly prepare themselves, they’ll have a much easier time focusing during the meeting.

Link to any relevant pre-reading materials in advance. This can be the presentation deck, additional context, or a previous decision. Everyone arriving at the meeting will be on the same page and ready to move the discussion forward rather than asking a ton of questions that take up relevant time.

Assign facilitators for each agenda item. Remember that feeling of being called on in school when you didn’t know the answer? It’s a pretty terrible feeling that we’re sure you don’t want to evoke in your teammates. By assigning a facilitator for each agenda item before the meeting, you allow them to prepare for a quick rundown of the topic, questions, and feedback.

Define and prioritize your agenda items. Differentiate between the three categories of agenda items: informational, discussion topics, and action items. Clarifying the purpose of each agenda item helps your team member understand what’s most important and what to focus on. You’ll also want to prioritize which items are most important and absolutely have to be discussed during the meeting and which ones can be addressed asynchronously, should the clock run out.

Use your meeting agenda during the meeting to track notes and action items. That way, all of the meeting information is in one place. If anyone has questions about decisions or action items from the meeting, they have an easy place to find it. Bonus: Do this in Asana so you can assign out action items and next steps to ensure nothing falls through the cracks. Asana also integrates with Zoom and pulls in your Zoom recording or meeting transcript directly into the meeting agenda task.

[inline illustration] 3 types of agenda items (infographic)

Create flow by categorizing your agenda items. To maximize productivity, you’ll want to create a meeting agenda that flows well. Batch similar items together and ensure they can build off of one another. For example, list any informational items before the discussion items so your team has all of the information going into the discussion.

Allocate enough time for each item on your agenda. Nobody will complain about a meeting that runs short—keeping everyone longer than anticipated isn’t as much fun. Plan sufficient time for each agenda item by calculating an estimated time and adding a couple of minutes as a buffer. This will help with keeping your team on track and moving on from a topic when the time runs out.

By sticking to these best practices, you can ensure that your meeting agenda is a reliable tool and does the job—before, during, and after your meeting.

Why are meeting agendas important?

Whether you work from home and take virtual calls or sit in the office and meet in person, meetings can be incredibly draining. Beginning with some small talk may be nice to get to know each other better or catch up on what everyone did this past weekend but it certainly isn’t goal-oriented or productive. A meeting agenda can help your team maximize the potential of each meeting you hold.

Our research shows that unnecessary meetings accounted for 157 hours of “work” in 2020, compared to 103 in 2019. Considering a 40-hour work week, that’s almost four weeks of wasted time. This is where your meeting agenda comes in. If you’re doing it right, writing your meeting agenda is the first and best indicator of whether or not your meeting is actually necessary. If you find that everything on your meeting agenda can be discussed asynchronously , you can cancel the meeting and share your message in a time-saving email.

That isn’t to say all meetings should be replaced by emails. If you’re sure that the meeting is justified and necessary in order to drive your team’s progress, have that meeting. However, always make sure that you create an agenda before getting together so your team members know what you’ll be discussing and why the meeting matters.

Here are a few more great reasons to have meeting agendas:

Your agenda allows everyone to prepare for the meeting. Ideally, every item on your agenda will have a dedicated topic facilitator. When everyone going into the meeting knows what their responsibilities are in advance, they have time to prepare and will be more efficient during the meeting.

It shows you’re considerate of your team’s time. When your team receives a well-thought-out meeting agenda, they’ll immediately see that the meeting is actually necessary. Besides, it’s also a roadmap that will keep you on track during the meeting and ensure no time is wasted.

[inline illustration] be considerate of your team's time in a meeting (infographic)

An agenda sets clear expectations of what will and won’t be discussed. Think of a meeting agenda as a way of setting boundaries and ensuring that only topics on the agenda will be talked about. If anything comes up during the meeting that needs to be discussed, write it down in your minutes and return to it later. Either at the end of your meeting—if you got through it faster than expected—asynchronously, or in the next meeting.

It keeps your team on track. Your meeting agenda will prevent your team from drifting off—whether that’s discussing non-agenda topics (like the barbecue at Kat’s place last night) or taking too much time for an item that had specific time allocated.

Your agenda will provide purpose, structure, and opportunities to collaborate. With a clear plan for everyone to follow, your team will go into the meeting knowing the purpose and goal of the meeting. Your meeting agenda also allows your team to direct their attention toward opportunities to collaborate, whether that’s during a brainstorming session , a town hall, or your daily standup.

Track next steps and action items so nothing falls through the cracks. Keep your agenda open during the meeting to capture any next steps or action items . By adding them directly into the agenda, these items won’t be forgotten when the meeting ends.

Meetings are great opportunities for your team to bond but the time spent on small talk can be worked into the first few minutes of the agenda rather than surfacing every now and then during the meeting, disrupting the flow and productivity or your team’s discussion.

Meeting agenda examples

We’ve discussed what makes a good meeting agenda and what you should avoid doing but, as always, it’s easiest to learn from a real life example. Let’s take a look at a project kickoff meeting agenda created in Asana:

[Product UI] Meeting agenda, project kickoff in Asana (Tasks)

As you can see, each item has a timebox and a teammate assigned to ensure everyone knows when it’s their turn and how long they have to lead their discussion or give their presentation. The agenda also has relevant files attached and is shared with all team members for visibility and better collaboration.

Meetings are a staple in the professional world, each with its own unique focus and dynamics. Understanding how to tailor your meeting agenda to the type of meeting you're conducting is key to ensuring effective communication and teamwork. Here are some common types of meetings and examples of how to structure their agendas.

Team meeting agenda

Team meetings serve as a platform for team building, decision making, and brainstorming. They can vary in frequency and duration but are essential for ensuring alignment and forward momentum. Effective team meeting agendas should include recurring items for regular meetings and space for new, ad-hoc topics. It’s also vital to track next steps and responsibilities assigned during the meeting. An example of a 45-minute team meeting agenda might cover metrics, a round-table plan, identification of blockers, and recognition of team members' contributions.

Daily Scrum meeting agenda

Daily scrum meetings, or stand-ups , are brief, focused gatherings aimed at keeping the team aligned during a sprint. These meetings typically cover blockers, a recap of the previous day’s work, goals for the current day, and progress towards sprint goals. The agility of these meetings helps in maintaining momentum and addressing issues promptly.

Project kickoff meeting agenda

Project kickoff meetings bring together cross-functional teams to start a new project. These meetings set the tone for the project and align everyone on objectives and expectations. The agenda should cover the project brief, roles and responsibilities, meeting cadence, actionable next steps, and a Q&A session to clarify doubts and ensure everyone is on the same page.

Retrospective meeting agenda

A retrospective meeting is a type of recurring meeting focused on reflecting on a past period of work, usually at the end of a project cycle or sprint. Its main purpose is to share information among team members about what worked well and what didn't. During the meeting, the entire team discusses various meeting topics, including successes, challenges, and blockers that impacted their work. This process helps in identifying areas for improvement and developing strategies to address any issues. Retrospective meetings are vital for continuous team development and ensuring better outcomes in future work cycles.

One-on-one meeting agenda

One-on-one meetings , whether they are between a manager and a direct report, peer-to-peer, or skip-level, are crucial for discussing work projects, roadblocks, and career development. They are foundational for building trust.

A good agenda for these meetings should balance topics like motivation, communication, growth, and work-related discussions. Avoid status updates; those are better suited for stand-up meetings. Sample questions for a weekly one-on-one might include assessing highlights and lowlights of the week, discussing any blockers, and inquiring about work-life balance.

Remote one-on-one meeting agenda

Remote one-on-one meetings require a slightly different approach, with a focus on rapport-building and clear communication. Since physical presence is lacking, these meetings benefit from a shared online agenda accessible to all participants. Key points could include checking in on general well-being, discussing current work assignments, and addressing any immediate concerns or assistance needed.

Skip-level meeting agenda

Skip-level meetings, involving senior managers and employees not in their direct report chain, offer a chance to connect across organizational levels. These meetings are ideal for discussing broader career development and providing feedback to senior leadership. Agenda items might cover clarity on company strategies and goals, personal professional objectives, and suggestions for organizational improvements.

Leadership team meeting agenda

Leadership team meetings are vital for strategic decision-making and issue resolution at the highest levels of an organization. An effective agenda for such meetings might include personal updates, reviewing key metrics, sharing wins and insights, discussing important messages, addressing pressing issues, and allocating time for an open discussion or "hot seat" session where specific topics are addressed in-depth.

Each type of meeting, be it an all-hands gathering, one-on-one discussion, performance review, or team brainstorming session, requires a thoughtfully crafted agenda to avoid unproductive meetings and keep discussions on track.

By using these meeting agenda examples, you can ensure that each meeting, regardless of its format, contributes meaningfully to the organization's goals and enhances teamwork and collaboration.

Running an effective meeting

It’s one thing to have an amazingly organized and detailed agenda that your team can reference before the meeting—using it as a tool during the meeting is a whole other ballpark. These tips will help you make your meeting agenda as useful during the meeting as it is as a preparation tool

Stick to your agenda. The best agenda becomes useless if you don’t stick to it during the meeting. Try not to bounce back and forth between agenda items but rather stick to the priorities you established earlier.

Stick to your timeboxes. It absolutely helps release some tension and lighten the mood if you have a bit of small talk or a quick check-in at the beginning of your meeting. That’s why you should allocate three to five minutes to this—and stick to the timeframe. Pictures of Kabir’s son’s adorable Halloween costume can be shared elsewhere so you have enough time to reach your meeting’s goals now.

Designate a note taker. At the beginning of the meeting, designate a note taker who will write down any questions, feedback, tasks, and ideas that come up during the meeting. You can rotate this position so everyone on your team gets to contribute at some point. Ideally, these notes are taken in the same place as the meeting agenda—this will make it a lot easier for team members to follow the notes and link them to agenda items. Notes can also be directly entered into Asana for real-time updating and tracking

Follow up after the meeting. Typically, the note taker will be responsible for following up with the meeting notes afterward. The notes should include any decisions that were made during the meeting, tasks that need to be completed, and questions that remained unanswered. If possible, assign teammates and add due dates to action items to keep accountability high. To ensure that these action items are tracked and completed, they should be promptly added to our Asana project management tool.

Make the most out of every meeting

With Asana, you can keep your meeting agenda, meeting minutes, and meeting action items in one place. Effortlessly share the agenda with your team and assign agenda items in real time so nothing falls through the cracks.

Streamlining your meetings with one central tool will reduce the amount of work about work your team faces, connect everyone to the purpose of the meeting, and allow for productive meetings everyone enjoys.

Related resources

How Asana uses work management to optimize resource planning

Understanding dependencies in project management

Program manager vs. project manager: Key differences to know

Critical path method: How to use CPM for project management

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Definition of agenda

Examples of agenda in a sentence.

These examples are programmatically compiled from various online sources to illustrate current usage of the word 'agenda.' Any opinions expressed in the examples do not represent those of Merriam-Webster or its editors. Send us feedback about these examples.

Word History

from plural of agendum or its Latin source, taken as a singular noun

1751, in the meaning defined at sense 1

Phrases Containing agenda

hidden agenda

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“Agenda.” Merriam-Webster.com Dictionary , Merriam-Webster, https://www.merriam-webster.com/dictionary/agenda. Accessed 21 Apr. 2024.

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Project Management

16 meeting agenda examples & free templates.

Evan Gerdisch

Content Strategist

March 25, 2024

We’ve all been a part of team meetings where most participants are clueless about the purpose of the meeting, and the speakers steer the discussion off-track.

What follows is a true catastrophe.

You’d find your team clocking in many unproductive hours because of the ‘said meeting’ without achieving any objective.

Good news!

A meeting agenda can help you avoid this and be the answer to all your woes. ✌

An effective meeting agenda is a plan you share with your meeting participants. It’ll help your team set clear expectations of what needs to happen before, during, and after the meeting.

In this article, we’ll discuss what a meeting agenda is and learn the five key steps involved in writing one. We’ll also look at 16 meeting agenda template options and explore the reasons why your entire team needs a meeting agenda.

Benefits of an Effective Meeting Agenda

How to write a meeting agenda 5 key steps, how to use ai for meeting agendas, team meeting agenda examples, 1. weekly 1-on-1 meeting agenda template by clickup, 2. all hands team meeting agenda template by clickup, 3. scrum meeting agenda template by clickup, 4. meeting notes agenda template by clickup, 5. project post mortem template by clickup, 6. meeting minutes template by clickup, 7. sprint retrospective brainstorm meeting template by clickup, 8. team meeting agenda template by meeting booster, 9. board meeting agenda template by template lab, 10. project kickoff meeting agenda template by docket, 11. meeting dashboard template by clickup, 12. brainstorm meeting agenda template by owl labs, 13. board of directors meeting minutes template by clickup, 14. hr meeting agenda template by where, 15. marketing meeting agenda template by hugo, 16. project management meeting agenda template by hypercontext, who benefits from using a meeting agenda, cross-off stress from your work life with team meeting agendas.

If you’re more of a visual learner check out this vlog on meeting agendas!

Let’s get started.

Sitting through a meeting that doesn’t have an agenda is pretty similar to setting out on a treasure hunt without a map.

A meeting agenda allows your team to set the meeting’s cadence , prepare for the meeting topic, ensure that everyone is on the same page, and keep them on track to hit their objectives.

Meeting agendas:

Give the meeting a clear purpose
Help you stay on track
Help define responsibilities

It consists of a list of topics, action items , and activities you want to discuss during the meeting.

A simple meeting agenda could be a short bulleted list. More detailed agendas include descriptions for each agenda item, reference material, and expected outcomes for each discussion topic.

Formal agendas also include timing and presenter information for each agenda item.

An example of a formal agenda can be a city council agenda used in a state’s city council meeting. These agendas can have an open forum section that makes time for public comment.

But formal meeting agendas aren’t restricted to the government.

You can use them in your company’s meetings too. You just have to choose the agenda that suits your team the best .

Now that you know what a meeting agenda is, let’s look at how you can write one. ✍

Here are the five easy steps you can follow to create the right meeting agenda for your team:

1. Establish the meeting type

Not informing your team about the type of meeting they’d be attending can cause a lot of confusion.

Imagine a team member attending a regular meeting only to find out that it’s their performance review .

The horror! 😱

To avoid catching people off-guard, make sure you all know what the meeting is about.

Meetings can be of several different types, including:

Team meeting: also referred to as a staff meeting, these are opportunities for your team to discuss various business aspects
Board meeting: a formal meeting among your organization’s board of directors. They’re generally held at regular intervals to review team performances and policy issues
Executive session: held by board members regularly before their routine board meetings
Recurring meeting: daily, weekly, or monthly meetings that repeat regularly
Project kickoff meeting : conducted at the beginning of every new project to inform the team about project objectives, deliverables, and timelines
Brainstorming meeting: used to flesh out a new idea with your teams in a conducive brainstorming session
Feedback meeting: hosted to gather constructive feedback from your team regarding new projects and processes
Agile meeting : a special meeting used to hold hyper-focused discussions for agile teams to conduct sprint reviews, share valuable project information, customer feedback, project updates, etc.
Scrum meeting: uses a scrum meeting agenda that may include sprint planning, daily standups, product backlog refinement, sprint reviews, etc.
Retrospective meeting: held after project completion to discuss what went well and what didn’t
Onboarding meeting : help new hires understand professional expectations in their work environment
Committee meetings: help a subgroup of team members from your company form a committee to achieve any special function.

2. State the objective of the meeting

What are the top reasons you’re having a meeting with your team?

Do you want to update them about a project? Do you want their insights on something?

Clearly stating the meeting objective gives your team a heads-up on what’s coming their way. At the very least, they’ll know whether to bring a project report or a beer to the meeting.

3. Identify specific meeting topics

Once you have a clear meeting goal, make a list of discussion topics you want your team to cover.

We’re going to let you in on our secret to make your meetings more engaging.

Make sure to pick discussion topics that affect everyone in the meeting.

This way, you’ll have all your team members willing to participate in the discourse.

Related: Our remote guide to Virtual Meeting Etiquette !

4. Allocate time to discuss each topic

Meetings are expensive and can be difficult to organize. They’re only productive when they can utilize time effectively.

That’s why it’s important to allocate a certain amount of time to discuss each meeting topic. And you won’t end up straying and spending all your available time on a single topic.

Using a consent agenda is another time-saving trick for your meetings. A consent agenda groups recurring discussion topics into a single agenda item that you can easily cross-off.

These measures will make sure your meetings don’t become a time-suck and a calendar clogger. 👀

5. Include a list of necessary documents

Let’s say you hold a meeting with your project stakeholders .

One way to make the meeting more productive is to share all project documents through your team meeting agendas ahead of the meeting.

Think of this as one of the pre-reading activities your teacher would ask you to do back in school. 🤓 This practice sets the right context for every participant in the meeting and empowers them to contribute to the discourse.

Now that you know what to do, let’s look at some meeting agenda examples to help you see what these steps look like in action.

Bonus: Conference agenda templates !

Artificial Intelligence (AI) can significantly streamline meeting management, turning every gathering into an efficient and productive experience. By integrating AI with project management tools like ClickUp Brain , teams can leverage automation to handle routine tasks and enhance meeting productivity. Here’s how AI can assist:

AI-powered Meeting Agendas : ClickUp’s AI capabilities can draft personalized meeting agendas based on the participants’ roles, previous meeting notes, and ongoing project demands. By analyzing prior meeting notes and objectives, AI can help ensure that each meeting covers all critical points without missing a beat.
Smart Summarization : Post-meeting, AI can condense hours of discussion notes into succinct, actionable summaries. This feature enables participants to swiftly get the gist of the meeting and review any points they may have missed, ensuring everyone is aligned and informed.
Instant Action Items Creation : ClickUp AI can identify potential tasks from your notes and automatically create action items in ClickUp. This seamless transition from discussion to execution means that follow-ups are clear, time-bound, and less likely to be overlooked or forgotten.

Embedding AI in your meeting processes not only saves time but also enhances the quality of your meetings. It helps to maintain focus, track progress against objectives, and foster a culture of accountability by automating routine yet crucial aspects of meeting management.

Here’s a couple simple meeting agenda example for your reference:

Design Team Meeting

Date: 02/07/24

Time: 09:00 am – 09:45 am

Meeting Participants: @SpongeBob, @Patrick, @Mr.Krabs, @Squidward

Meeting’s Purpose:

Develop a new website page for product testimonials

a. Before the meeting:

Every attendee must review the document on product testimonials

b. Discussion topics:

Review product testimonials document (10 min)
Discuss the content you want to include on the web page (10 min, @Name)
Present sample designs for the web page (15 min, @Name)
Share suggestions and vote on the website design (10 min)

c. Action items:

Create a timeline for design deliverables – @SpongeBob
Share first cut of the web page design – @Patrick
Schedule and make an itinerary for a second meeting to finalize design – @Mr.Krabs

Sales Team Weekly Review Meeting

Date: 04/14/24

Time: 02:00 pm – 02:45 pm

Meeting Participants: @Alice, @Bob, @Charlie, @Dana

Evaluate weekly sales performance and discuss strategies for improvement
Each participant should update the CRM with the latest sales data
Review weekly sales figures and trends (15 min)
Discuss obstacles in the sales pipeline and solutions (10 min, @Alice)
Brainstorm strategies for upcoming sales campaign (10 min, @Bob)
Set goals for the next week (10 min)
Compile a report of weekly sales metrics – @Charlie
Draft a preliminary plan for the sales campaign – @Dana
Organize a training session on new sales software – @Alice

HR Monthly Planning Meeting

Date: 04/21/24

Time: 11:00 am – 12:00 pm

Meeting Participants: @Emma, @Liam, @Noah, @Olivia

Plan HR activities for the next month and update on current employee initiatives
Review employee feedback from the previous month
Analyze employee satisfaction survey results (20 min)
Update on the status of current recruiting efforts (15 min, @Emma)
Plan employee engagement activities for the next month (15 min, @Noah)
Discuss updates to HR policies (10 min)
Implement changes based on employee feedback – @Liam
Finalize recruitment schedule and process – @Olivia
Prepare the schedule for upcoming engagement activities – @Emma

These samples should give you an idea of how you want to design your meeting agenda. To help you further, let’s look at some meeting agenda templates from the most popular online meeting tools .

16 Team Meeting Agenda Templates

Here are 16 meeting agenda templates that you can use to create your next agenda:

Keep all of your agendas, action items, and feedback all in one organized place with this Weekly One-on-One Template by ClickUp

One-on-one meetings are your chance to connect and align with the people you manage in the most effective way possible. ClickUp’s 1:1 meeting template keeps all of your agendas—tailored for each individual—in one organized place.

ClickUp’s all-hands meeting template helps to keep communication open across the company, and ensures everyone is aligned and up to speed with individual and group goals. All hands meetings give room to share information from updates to announcements about future agendas and encourage collaboration and alignment throughout the team.

This scrum meeting agenda template by ClickUp will make daily meetings a breeze. Daily status meetings about tasks for projects help to ensure that a team is aware of the progress on their front.

ClickUp’s meeting note-style agenda template is the perfect place to keep all event meeting notes, key takeaways and action items.

Projects don’t always go to plan. Use this project post-mortem template by ClickUp to set new goals and keep your team heading in the right direction.

This collaborative meeting minutes template is a ClickUp Doc designed to provide the perfect outline for a successful meeting summation.

ClickUp’s Meeting Minutes Template includes pre-built pages for organizing teams, individual meeting notes , and instructions for getting the most out of your meeting with this template!

Turn your meeting notes into a newsletter with newsletter templates !

ClickUp sprint retrospective meeting template

Save time and gain valuable insights with this simple Sprint Retrospective Template . Whether you are running an agile team meeting or a project management meeting, this template will help you build a crystal-clear picture of what went well, what didn’t go so well, and what to change moving forward.

The main objective of team meetings is to share important information with team members, align on goals, and call out any blockers. This team meeting agenda template helps the team stay focused on the goals of the meeting.

Board meetings tend to run over time. Use a schedule template for your next board meeting using this board meeting agenda to stay on track and finish your meeting on time.

It’s important to set the tone for a new project from the start. Use this project kickoff meeting agenda template to facilitate a successful project launch!

Use this ClickUp meeting dashboard template as an agenda for your next meeting. This template makes it easy to see the status of different tasks during a meeting.

This creative brainstorming meeting agenda is a great way to keep your brainstorming meetings on track from week to week. This template makes it easy to run your meeting and stay focused on brainstorming.

Create structure with this ClickUp Board of Directors Meeting Minutes Template . Record and tag your attendees, organize agenda action items, and take detailed notes for each agenda.

HR departments have a lot to keep track of. This HR meeting agenda template will give your HR team a way to come together for a productive meeting that isn’t complicated or stressful.

Use this marketing meeting agenda to bring your marketing department together to celebrate wins, align on goals, and identify project blockers.

This project management meeting agenda template will help you identify objectives, risks, and deadlines for your next team project.

When it comes to planning a meeting, creating a thorough and well-organized agenda is crucial for ensuring that the meeting runs smoothly and achieves its objectives. Here are some of the key beneficiaries of using a meeting agenda:

Project Managers: Project managers often have to lead team meetings and having a well-planned agenda helps them to stay on track, cover all necessary topics, and keep the meeting focused.
Project Status Meeting Agenda
Project Coordinators Meeting Agenda
Lessons Learned Meeting Agenda
Post Mortem Meeting Agenda
Leadership Teams: Meeting agendas are also beneficial for leadership teams, such as executive boards or management teams. They can help to ensure that important topics are discussed, decisions are made efficiently, and everyone is on the same page with regards to company goals and strategies.
Leadership Offsite Meeting Agenda
Executive Leadership Meeting Agenda
Board of Trustees Meeting Agenda
Executives Meeting Agenda

An effective meeting agenda will make team collaboration seem like a cakewalk.

And when collaboration becomes easy, your team can focus on amping up their productivity and getting their creative juices flowing.

With the help of a project management tool like ClickUp, writing effective meeting agendas and managing meetings are easier than ever!

ClickUp lets you document every meeting, manage agendas, take down effective meeting minutes , assign comments to your team, and so much more.

Ready to watch your team ace teamwork and hit all their objectives?

Get ClickUp for free today and say goodbye to meeting disasters. 👋

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Cambridge Dictionary +Plus

Meaning of agenda in English

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Perhaps we could move on to discuss the next item on the agenda.
Has everyone received a copy of the agenda for next week's meeting ?
Let's move on, or we will not have time to cover everything on the agenda.
The agenda should include an item headed 'Any other business '.
Action to prevent the spread of the disease is high on the government's agenda.
business plan
make time idiom
set the agenda idiom
slot someone/something in
social calendar
spread something over something

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agenda | Intermediate English

Agenda | business english, examples of agenda, collocations with agenda.

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Word of the Day

have irons in the fire

to be involved with many activities or jobs at the same time or to make certain that there are always several possibilities available

Binding, nailing, and gluing: talking about fastening things together

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Agenda vs. Itinerary — What's the Difference?

Difference Between Agenda and Itinerary

Table of contents, key differences, comparison chart, primary purpose, context of use, flexibility, typical components, compare with definitions, common curiosities, can an agenda be used for travel planning, is every trip or tour accompanied by an itinerary, is an agenda limited to professional settings, what is the main purpose of an agenda, how are agenda and itinerary different in terms of flexibility, do agendas always follow a strict format, can an itinerary include reservations and ticket details, how does an itinerary function, how do i create an effective itinerary, should an itinerary be strict or flexible, how do i ensure all essential points are on an agenda, can an itinerary also refer to a historical record of places visited, in what scenarios are both agenda and itinerary used simultaneously, are digital itineraries popular, what's the plural form of agenda, share your discovery.

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Agenda vs Itinerary: Difference and Comparison

Planning has always served as an advantage before executing anything. It is good if all the factors have been taken into consideration before the actual actions as it prepares you for the worse situation.

And this is not only in businesses or the corporate world, but in general life also, planning is always good.

For example, before cooking a meal, it is good to plan where the ingredients are to be bought, what else is required, how much time it can take, etc.

Words, Agenda, and itineraries are both essential elements of planning what is needed. Both are made before the actual action to plan everything that must be done.

Key Takeaways Agenda is a list of items to be discussed or accomplished during a meeting or event, while an Itinerary is a planned route or schedule of a trip. The agenda is more focused on the content and goals of the meeting or event, while Itinerary is more focused on the travel arrangements and activities of the trip. Agenda is shorter and more straightforward than itineraries, which can include detailed information about transportation, accommodations, and sightseeing.

Words Agenda vs Itinerary

An agenda connotates to keeping a list of important things to be done the next day or important meetings for discussion. An itinerary is a calendar of occasions and activities associated with a preplanned tour. An itinerary assist in organizing an entire business tour, highlighting every next event in order.

Comparison Table

What is words agenda.

It is a detailed note of all the content that must be considered in a meeting.

Things that Words Agenda has:

Topics/subjects for discussion: All discussion topics must be precisely mentioned in the Words Agenda.
Date and Time: date and time of the meeting should be mentioned at the top.
Name of the Members: name of every member that’ll be attending the meeting should also be there in the Word Agenda.

Importance of agenda

It explains the main objective and the main purpose of the meetings. Knowing the purpose before the meeting is important so that every member knows what they are aiming at and work to accomplish that objective.
It gives time to search and collect all the knowledge of the objectives that have to be achieved. Knowing the consequences and risks in advance is always beneficial, so all the precautions should be discussed during the meeting only.
It maintains the focus and motivates them to make the right decisions.
One of the main reasons behind making Word Agenda is that it will help make the minutes.

It is always written in the future tense as it is written before the actual meeting.

What is Itinerary?

It is detailed notes of travel routes given to travelers by the travel agent. The importance of Itinerary are:

Manages the time: it is useful in managing time as it has information about the travel routes and other important details. And it is important that time is not wasted. Otherwise, important things or views are left.
Expenditure Control: you can control your expenditure as it will give you all the costs that you can incur; therefore, planning should be done accordingly.
Easy and adventurous travel: it leads to the termination of all the worries related to travel so that you can enjoy the trip wholeheartedly.
Check the trip essentials: an itinerary includes every want and requirement of the trip; therefore, you can always check if anything is left out or not. It will be very useful while packing.

The element of an effective Itinerary includes:

Tour Program: this includes all the routes and different activities that’ll be taking place during the travel.
Timetable: under this, there must be proper timing for the activities of the trip.
Destination and duration: the entire destination and its duration.

Except for all the mentioned, there are 4 As that should be included while making an Itinerary. They are Attractions, Amenities, Accommodations, and Accessibility. Therefore, these are very important from a traveler’s point of view and must be included in Itinerary.

Main Differences Between Words Agenda and Itinerary

Word Agenda is prepared to spread the details of a meeting, while Itinerary is prepared to tell the details of the trip or travel plan route.
Word Agenda is prepared by the Secretary and approved by the Chairman, but a travel agent prepares an Itinerary.
Word Agenda is important as it is used for the details of the meeting while Itinerary is important as it is used for route information of the travel.
The Word agenda is associated with official meetings, while Itinerary is associated with travels.
Word Agenda is prepared before the meetings start and then distributed among the members joining the meeting, whereas Itinerary is made before the trip and circulated among the travelers.

Difference Between Words Agenda and Itinerary

https://books.google.com/books?hl=en&lr=&id=yP0C_1SoK8cC&oi=fnd&pg=PT61&dq=words+agenda&ots=XVBnS0b2T9&sig=VfW6ZhSiWfdrp2UUK3zJ43o-zQ4
https://www.tandfonline.com/doi/abs/10.1080/014198798329991

Last Updated : 18 June, 2023

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Chara Yadav holds MBA in Finance. Her goal is to simplify finance-related topics. She has worked in finance for about 25 years. She has held multiple finance and banking classes for business schools and communities. Read more at her bio page .

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24 thoughts on “agenda vs itinerary: difference and comparison”.

The contrasts and insights provided in the post regarding an agenda and an itinerary are highly enriching. It’s an informative piece that accentuates the importance of adequate planning and organization in achieving successful outcomes.

Absolutely, Melissa. The article offers an in-depth understanding of planning and organizing, providing valuable guidance for anyone looking to enhance their planning skills and understanding.

I found the comparison between agenda and itinerary very enlightening. The clear explanations in the post exhibit the importance of thorough planning and organization in various scenarios.

Indeed, Rob. The article provides valuable insights into the details of planning and organizing, not just in businesses but in general life as well. This is an excellent guide.

This article illustrates the importance of planning for better execution. The comparisons between an agenda and an itinerary provide valuable insights into the significance of organizing and strategizing.

Absolutely. The distinction between an agenda and an itinerary is clearly explained in the post, emphasizing the importance of thorough planning for various scenarios.

I’m in complete agreement, Cpowell. The post is an informative guide and enhances the understanding of effective planning and organization. It’s an essential piece for anyone seeking to sharpen their planning skills.

The detailed comparison between an agenda and an itinerary in this post is enlightening. It underscores the significance of planning and organizing for effective outcomes across different situations and tasks.

Indeed, Lgraham. The comparisons and insights provided in the article bring to light the critical role of planning and preparedness, whether for meetings or travel.

This article serves as a great guide in understanding the distinction between an agenda and an itinerary. Both are crucial in ensuring better organization and management of tasks and events.

I absolutely agree with you Jeremy. The information in the post highlights the importance of planning and details in tasks, meetings, and travel.

The post offers comprehensive information that draws a clear line between an agenda and an itinerary. It emphasizes the significance of planning and preparedness, not just in business settings but also in daily life.

Indeed, Lisa. Planning is a crucial element in order to achieve success. This post provides an insightful comparison between agenda and itinerary and how they can be effectively utilized.

I completely agree. The details in the post about the importance of planning and organization are invaluable for anyone who is looking to understand how to effectively structure their tasks and events.

The comparison between agenda and itinerary in this post is very insightful. The detailed explanations give a clear understanding of the role of each in planning and execution.

I couldn’t agree more, Teagan. This article is definitely an enriching read and provides valuable insights for those aiming for effective planning and execution of their tasks.

Absolutely Teagan. I find the information in this post relevant and highly informative. It underscores the importance of proper organization in different aspects of life and work.

This article provides an excellent explanation of the differences betweeen agenda and itinerary. Reading through this post makes me realize the importance of planning and organizing for better outcomes.

Precisely, Cooper. The article is well-written and full of valuable points. By planning, we are able to anticipate risks and consequences and make the right decisions.

The post does an exceptional job in explaining the differences between an agenda and an itinerary. It has certainly enhanced my understanding of the importance of planning in achieving successful outcomes.

I completely agree. The post is extremely informative and serves as an excellent source of knowledge for understanding the significance of adequate planning, whether for meetings or travel.

Absolutely, Sally. The details and comparison provided in this article shed light on the crucial aspects of planning and organization. It’s an insightful read for anyone looking to enhance their planning skills.

The post delivers a detailed and insightful comparison of an agenda and an itinerary, emphasizing the importance of planning in various contexts. It’s an enriching read for understanding the role of planning in effective execution.

I completely agree, Sarah. The post is packed with valuable comparisons and detailed explanations, highlighting the significance of planning and organization in meeting objectives across different scenarios.

1: CREATE A COMPLETE LIST OF CONCERNS

The agenda-setting process allows you to create a plan for how time will be spent during a patient encounter. Although the agenda should be negotiated with the patient, ultimately you are responsible for finalizing it. The process of agenda setting begins by compiling a complete list of the items to be discussed. 2 , 3 We call this the concern list, and it includes everything of interest to you or your patient.

You might start by jotting down your concerns as you review the patient's chart. Then, as you begin the visit, ask the patient about any health concerns. 4 Try saying, “What health concerns would you like to make sure we talk about at some point?” This question allows you to communicate that, while everything the patient brings up may not be discussed at today's visit, you are willing to make sure the concerns are addressed either now or at some point in the future.

After you receive the initial response, prompt the patient again by asking, “What else?” Keep asking this until all concerns are written down. 5 If the patient is accompanied, it may be appropriate to query the companions for their concerns too. By doing so, you may uncover essential information that could lead to important diagnoses, such as dementia or depression.

Patients often bring a list of items to discuss. This does not need to be a source of frustration. Try to view “the list” as a sign of patients who are engaged in their health care and motivated to achieve good health outcomes.

As you formulate the complete list of concerns, be explicit and precise. The list may be as short as one or two items that can easily be accomplished in a single visit. However, the list may be quite long, requiring multiple visits to fully address. Be clear about this with the patient.

If necessary, you might use an entire visit simply to generate the list of concerns and develop an appropriate plan for attending to each item on the list. This is especially true for annual wellness visits.

If you have an electronic health record (EHR), use it to your advantage. You can save time and improve overall documentation by adding each concern to the past medical history or as a diagnosis for the visit. 6 If you do this during your discussion with the patient, you will have an electronic record of your concern list without having to transcribe it later.

Even with all of your preparation and questions, patients often wait until the end of the visit to raise important concerns. While there is no way to absolutely avoid this so-called “doorknob phenomenon,” effective agenda setting can help keep any last-minute concerns manageable. 2

2: ESTIMATE TIME REQUIREMENTS

For each item on the concern list, quickly ask yourself: How much time will it take for me to really take care of this problem? Consider not only the time for history and exam, but also how much time you will need to review old records, communicate with specialists, enter orders into the EHR, or perform ancillary tests.

If you're not entirely sure how much time is needed, it's best to give yourself too much time. If you underestimate the time needed, you likely won't be able to give the condition the attention it deserves or will fall behind — or both. But if you overestimate the time needed, you may be able to address additional concerns during the visit or use the extra few moments to catch up on other tasks.

Once you've quickly estimated how much time you need, be realistic about how much time you have during your current visit to accomplish these tasks. If each concern requires a significant amount of time, some concerns may need to be prioritized and others addressed during subsequent visits.

3: PRIORITIZE THE LIST

If you don't have enough time to address everything on the patient's list during the current visit, take a few moments to identify which items you need to address first. 3 There is no standard method for prioritizing the list of concerns. Just make sure you are focusing on what will most benefit the patient.

Concerns that are time sensitive or represent potentially life-threatening pathology take precedence. This may mean you do not have time to address the patient's primary concern. If this happens, explain to the patient why you feel it is important to focus on the other concern first. Try saying, “I see that you wanted to discuss X, but I believe that if we don't discuss Y first you may get much sicker.”

If you have additional time during the visit, next prioritize issues that are of greatest concern to the patient, 7 even if it means prioritizing conditions that seem less consequential to you. With Mrs. Lister, for example, you may be concerned about her worsening diabetes, hypertension, tobacco use, and depression, but she is very worried about a lingering dry cough she has had since recovering from a mild viral illness the week prior. By prioritizing the evaluation of the cough, you communicate that her suffering matters to you. Frequently there is an opportunity to link the patient's concern to chronic disease management, such as tobacco cessation in Mrs. Lister's case.

Finally, items that take only a little time to address can be given priority. Mrs. Lister's depression may be of more concern than her mildly uncontrolled hypertension, but management of the hypertension may be as simple as telling her to take two lisinopril tablets daily instead of one, followed by a reassessment in the future.

Before you proceed with the encounter, review the prioritized list with the patient. Explain which concerns you think you are able to cover during the current visit and which ones you will need to address at a subsequent visit.

Patients frequently expect answers to all of their health concerns in a single visit, and unmet expectations can lead to dissatisfaction with the encounter. Good communication becomes critical to helping the patient reorient their expectations. 7 If the patient needs more explanation about why you cannot address a certain concern during the current visit, one strategy is to say to the patient, “It would be poor care for me to try to take care of this problem with such little time. Good care would be to address this when we have more time together.” 8 You can then ask, “When would you like to come back so we can really get to the bottom of this concern?” This leads us to the next step.

4: PLAN FOLLOW-UP VISITS

When you don't have time to address every item on the concern list, make plans to follow up. Plan enough time to address the concerns appropriately, and inform the patient about your expectations. This may require a single follow-up visit, multiple short visits, or a few longer visits, depending on the patient's needs and your practice environment.

It may help to invest some time at the current visit to do a brief evaluation of some of the concerns you plan to address in a future visit. This brief evaluation should be sufficient to help you determine whether any testing is warranted at the current visit, even though your full evaluation will need to be deferred until later. Doing so can save time for you and the patient. For example, if a patient complains of incontinence, you could go ahead and order a urinalysis to review during the subsequent visit.

5: CHECK FOR UNDERSTANDING

At the end of the visit, review what you have accomplished. Have the patient “teach back” to you what they have learned at the visit, what instructions they were given, and what the plan is for future visits. 9 This helps the patient understand the value of the encounter, and it helps you discern whether the patient truly comprehends what was covered at the visit. Also, restate what you hope to accomplish during future visits. This can help the patient realize the importance of following through with their appointments.

TIPS TO KEEP IN MIND

While you practice these steps, there are some important things to keep in mind.

First, use your staff to help improve the patient's experience. The communication your schedulers, receptionists, assistants, and nurses provide to the patient during scheduling, check-in, and rooming should support your work and help the patient have realistic expectations about the visit agenda.

Next, remember that if you do have time to address unplanned concerns during the visit, it is often in the patient's best interest that you do so. It can help your patient avoid extra time, hassles, and costs, and providing timely care can improve quality.

Finally, remember that your best care takes time. When you rush through an evaluation, you're probably not providing your best care. If patients seem dissatisfied because not all of their concerns were addressed during a single visit, remind them that you won't accept any care for them other than your best care.

AGENDA SETTING IN ACTION

We return to our patient, Mrs. Lister, and her long list of things that she was hoping to address today. You look it over and see that it contains several concerns — too many to undertake now — and you ask what is the most important to her. She mentions her chronic shoulder pain. You make a list including her complaints, as well as her chronic medical problems. You prioritize the list to address Mrs. Lister's most pressing concern, as well as what you believe needs to be addressed first from a medical standpoint today. You explain to Mrs. Lister what you hope to accomplish today and tell her that you can definitely get to all the items on the list during future visits. Noticing that her blood pressure is elevated, you quickly adjust her medications. At the end of the conversation, she is able to teach back everything you have discussed. You plan for future follow-up visits to address the other items on her list.

You close the visit and are just getting up to leave the room when she says, “I forgot to mention that I've had problems with my feet for years. What can I do about that?” You respond by saying, “I'm sorry your feet are bothering you. We should absolutely make time to help you with that. When would you like to come back?” This shows Mrs. Lister that her concern is important, and you are not ambiguous about when you will evaluate and address it.

Effective agenda setting is a key factor in ensuring timely, quality care for patients like Mrs. Lister. Just as important, it helps you feel good about your day and stay on schedule. Your patients will appreciate the clear communication, and you will appreciate having time to give the quality care you were trained to provide.

Robinson JD, Heritage J. How patients understand physicians' solicitations of additional concerns: implications for up-front agenda setting in primary care. Health Commun . 2016;31(4):434-444.

Kowalski CP, McQuillan DB, Chawla N, et al.; ‘The hand on the doorknob’: visit agenda setting by complex patients and their primary care physicians. J Am Board Fam Med . 2018;31(1):29-37.

Gobat N, Kinnersley P, Gregory JW, Robling M. What is agenda setting in the clinical encounter? Consensus from literature review and expert consultation. Patient Educ Couns . 2015;98(7):822-829.

Dyche L, Swiderski D. The effect of physician solicitation approaches on ability to identify patient concerns. J Gen Intern Med . 2005;20(3):267-270.

Baker LH, O'Connell D, Platt FW. “What else?” Setting the agenda for the clinical interview. Ann Intern Med . 2005;143(10):766-770.

Li RC, Garg T, Cun T, et al.; Impact of problem-based charting on the utilization and accuracy of the electronic problem list. J Am Med Inform Assoc . 2018;25(5):548-554.

Hashim MJ. Patient-centered communication: basic skills. Am Fam Physician . 2017;95(1):29-34.

Kane M, Chambliss ML. Getting to no: how to respond to inappropriate patient requests. Fam Pract Manag . 2018;25(1):25-30.

Centrella-Nigro AM, Alexander C. Using the teach-back method in patient education to improve patient satisfaction. J Contin Educ Nurs . 2017;48(1):47-52.

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7 Steps for Planning a Successful Virtual Site Visit with Your Funder

July 27, 2020

In the era of social distancing, nonprofits across the sector are having to act quickly to move in-person events online — and for better or for worse, it’s likely that this will be our new normal for the foreseeable future.

Some of the types of events impacted by this are immediately obvious; things like fundraising events, galas, and in-person programs have demanded quick pivots and adjustments in order to make up for potential losses in earned revenue in response to covid..

But as we’re seeing, site visits are another example of a once-standard practice that now require some flexibility and creative adjustments. And regardless of how long the effects of this pandemic last, knowing how to plan and execute a successful virtual site visit could still be an asset even when things return to normal.

Before we get too far, let’s establish exactly what we mean when we talk about site visits.

What is a site visit?

According to Exponent Philanthropy, a site visit is defined as a meeting with one or more staff, board members, or clients of a nonprofit organization, with the goal of understanding more about what they do and how well they do it. Site visits are often part of a funder’s vetting or decision-making process for a grant, or they may be used to help monitor a current grantee at the midpoint or end of a grant cycle.

At Elevate, we also leverage site visits in our work with nonprofit clients that are based outside of the DC Metro region. The primary purpose for these visits is to enhance our services to our clients by understanding their programs in more depth, seeing their programs up close, and building rapport and goodwill with our points of contact.

A virtual site visit has very similar goals, and may even look quite similar to an in-person site visit, with one obvious exception: the meeting takes place in a virtual forum.

As you think about how to make this shift for your organization and begin planning for upcoming virtual site visits with your funders, here are some ideas you might consider :

1. Start from scratch

Tempting as it might be, we do not recommend simply converting a previously-planned site visit into a virtual one. Instead, take some time to consider which aspects of your programs are easiest to showcase virtually, and how best to do so. For example: if you typically do a tour of your office or campus, will you try to do something similar via phone? Or does it make more sense to offer a tour via PowerPoint presentation?

2. Prepare an agenda

We strongly suggest you spend time putting together an appropriate agenda for the site visit ahead of time. We often think it’s best to ask funders if they have a standard agenda they’d like to use, or any questions they’d like to go over first; if they say no, that’s a great opportunity to share an agenda of your own.

When you do share your agenda, that’s a great time to ask your funder if there’s anything missing, or anything else they’d like to go over. This helps them to prepare a little on their end, and gives them an opportunity to offer more meaningful feedback about how they’d like to spend their time .

3. Bring in your participants’ voices

We always like for funders to hear directly from our clients’ program participants, volunteers, and/or recipients whenever possible. Depending on the options available to you, it may be fine to use a video or video excerpt if you have that prepared. However, if you’re able, you may want to invite a few volunteers or participants who are also working from home to join you. Not everyone needs to attend the full duration, but including others can lend more structure to the site visit and help make the tone less meeting-like.

If you do decide to include others, be sure to offer them a good range of topics or talking points ahead of time, to help clarify expectations. We recommend scheduling a meeting or prep call with everyone who will be in attendance, to walk through all the details together ahead of time.

Want this list in the form of a downloadable checklist?

We’ve turned this blog post into a downloadable checklist you can use as you start planning out your next virtual site visit, to make sure you’ve covered all your bases. Download the checklist below!

4. Consider inviting a Board member

Having a Board member join your site visit is an excellent way to demonstrate that the Board is engaged, and that they find it important enough to carve out time from their day to meet with a funder. When selecting a board member to invite, choose someone you can trust to stick to the agenda and talking points, and who is in-the-loop enough to answer questions that might be asked of them.

If inviting a Board member isn’t an option — or even if it is! — you can also have a staff member join you. If you end up having both a Board member and a member of your staff, it’s a good idea to prep them in advance, so everyone is clear about who should field which types of questions. Typically, staff will take on the more detailed questions, while a Board member’s role is more about lending support and credibility.

5. Find ways to break up the monotony

Without having something to do or to look at, virtual site visits run the risk of feeling like a long drawn-out meeting. To help break up the monotony, think about introducing elements like a slideshow of photos to introduce your programs, or give a virtual tour of your space.

At a typical in-person site visit, we sometimes worry about focusing too much on having a PowerPoint prepared since we think it’s more important for people to have a conversation. While this is still true in principle, we also think having some prepared content to walk through can offer a welcome sense of structure and dynamism in a virtual setting. For example, you might break up a 60-90 minute site visit into a few phases, like:

Introductions
A virtual tour via PowerPoint/screen share
A volunteer or participant joins and speaks about their experience for 10-15 minutes
Q&A with the funder

6. Prepare thoughtful questions

This applies to a ‘normal’ site visit too, but the point stands: make sure you take time to prepare insightful questions to ask your funders as well. During the COVID-19 pandemic in particular, we’d recommend asking them about their future funding strategies and what is top-of-mind for them, if you haven’t already had that conversation.

7. Have a solid game plan for (and TEST) your technology

Hosting a site visit in a virtual environment is likely a new experience for you, so you’ll want to make sure you have a clear and thorough plan for how things are going to run from start to finish. Start by thinking through any apps and/or equipment you’ll need, and who on your team will be responsible for what components of the day. From there, we recommend doing at least one internal test run to make sure things run smooth, and nothing was overlooked.

We all know technology can be fickle, so having a contingency plan is key. What will you do if a team member loses their internet connection, or if that video doesn’t load properly? Once you’ve decided on what your backup plans look like for various scenarios, discuss them with your team and make sure you’re all on the same page. You’ll also want to make sure you have email addresses from all parties involved, in case you need to quickly share any documents or materials that fail to load properly. Finally, we recommend sharing a phone number with everyone who will be attending, that they can call in case of any unanticipated interruptions or hiccups.

Download the Virtual Site Visit Planning Checklist

About the author:.

Alayna Buckner

President & CEO

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Research article
Open access
Published: 04 January 2021

Agenda setting and visit openings in primary care visits involving patients taking opioids for chronic pain

Eve Angeline Hood-Medland 1 , 2 na1 ,
Anne E. C. White ORCID: orcid.org/0000-0001-6574-2812 1 , 2 na1 ,
Richard L. Kravitz 1 , 2 &
Stephen G. Henry 1 , 2

BMC Family Practice volume 22 , Article number: 4 ( 2021 ) Cite this article

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Metrics details

Agenda setting is associated with more efficient care and better patient experience. This study develops a taxonomy of visit opening styles to assess use of agenda and non-agenda setting visit openings and their effects on participant experience.

This observational study analyzed 83 video recorded US primary care visits at a single academic medical center in California involving family medicine and internal medicine resident physicians ( n = 49) and patients ( n = 83) with chronic pain on opioids. Using conversation analysis, we developed a coding scheme that assessed the presence of agenda setting, distinct visit opening styles, and the number of total topics, major topics, surprise patient topics, and returns to prior topics discussed. Exploratory quantitative analyses were conducted to assess the relationship of agenda setting and visit opening styles with post-visit measures of both patient experience and physician perception of visit difficulty.

We identified 2 visit opening styles representing agenda setting (agenda eliciting, agenda reframing) and 3 non-agenda setting opening styles (open-ended question, patient launch, physician launch). Agenda setting was only performed in 11% of visits and was associated with fewer surprise patient topics than visits without agenda setting (mean (SD) 2.67 (1.66) versus 4.28 (3.23), p = 0.03).

Conclusions

In this study of patients with chronic pain, resident physicians rarely performed agenda setting, whether defined in terms of “agenda eliciting” or “agenda re-framing.” Agenda setting was associated with fewer surprise topics. Understanding the communication context and outcomes of agenda setting may inform better use of this communication tool in primary care practice.

Peer Review reports

Agenda setting is a communication strategy physicians use at the beginning of clinical visits to elicit, propose, and organize a complete list of topics to be covered [ 1 ]. Topics are clinical issues raised by either patient or physician [ 2 ]. Agenda setting is thought to improve patient outcomes and experience [ 3 ], physicians’ understanding of patients’ concerns [ 4 ], and physician organization and time management by reducing the number of unaddressed concerns and, by extension, the number of “surprise” topics patients introduce later in the visit [ 5 , 6 ]. Agenda setting is a standard skill taught to medical students and residents, does not significantly affect visit length [ 7 , 8 , 9 ], and is accepted as best practice [ 10 , 11 , 12 ]. Physicians, however, rarely perform agenda setting [ 13 , 14 ], which can result in more frequent unaddressed concerns [ 4 , 9 , 15 , 16 ]. Studies have shown that training physicians in agenda setting and visit organization strategies can result in improved communication, particularly by reducing the introduction of surprise topics [ 9 , 17 ].

There are several existing gaps in research on agenda setting. Previous research found a large variation of its occurrence, ranging from 32 to 68% of visits [ 4 , 9 , 13 , 14 , 18 ]. A lack of a standard agenda setting definition across studies is likely an important but underappreciated cause of this variability. For instance, some studies include all visits that start with an open-ended question in their agenda setting definition [ 14 ] while others have set time limits (e.g., the first five minutes [ 18 ]) for when agenda setting must occur.

Previous studies of agenda setting have predominantly focused on visits addressing new patient concerns. Relatively little is known about physician behavior and visit organization in follow-up visits for chronic conditions, which comprise the majority of primary care visits [ 19 , 20 ]. Visits for chronic pain are an example of challenging chronic care conditions that are worthy of attention due to their prevalence, impact on quality of life, and their influence on physician perception of visit difficulty [ 21 , 22 , 23 ]. Additionally, chronic pain can take a substantial amount of visit time during which multiple other chronic problems must also be addressed [ 24 , 25 ]. Patients themselves can bring multiple concerns to a single visit [ 8 , 26 , 27 , 28 , 29 ], and physicians must also address many guideline-based clinical directives.

Limited data exists for the specific impact of agenda setting on patient experience and physician perception of visit difficulty [ 22 , 23 ]. Taking the physician perspective into consideration is important given the current prevalence of physician dissatisfaction and burnout, which in turn can decrease patient centeredness and increase physician turnover [ 30 , 31 , 32 , 33 , 34 , 35 ]. Physician-reported visit difficulty has also been associated with worse patient experience and higher healthcare utilization [ 36 , 37 ]. Communication strategies are needed to assist physicians in navigating “difficult” visits [ 23 ], and this study specifically examines visits focused on chronic pain and opioids, which have been associated in other studies with high levels of physician-reported difficulty [ 23 , 38 ].

By examining chronic care visits, our study sought to address these knowledge gaps by pursuing the following goals: 1) characterize primary care physicians opening styles within the framework of agenda setting as a first step towards developing a standardized definition of agenda setting 2) assess associations between agenda setting and a) topics discussed (e.g., surprise topics), b) patient experience ratings, and c) physicians’ perception of visit difficulty. Chronic pain is an example of a symptom-driven chronic condition that is broadly representative of other chronic conditions seen in primary care [ 39 ]. This study expands on current knowledge on agenda setting and is important because observations from patient-physician interactions can help inform next steps in educational and health system priorities around organizing chronic care visits and communicating about chronic conditions such as chronic pain.

This is a qualitative, observational study. We first used conversation analysis [ 40 , 41 ] to create a taxonomy of visit opening styles. We then applied this inductively derived taxonomy to our data and examined quantitative associations between these categories and topics discussed and post-visit measures of patient experience and physician perception of visit difficulty.

Data sources and participants

Data sources were 86 video recorded clinical visits and associated patient and resident physician questionnaires. Three of the 86 recorded encounters were excluded from our study because they did not include the initial opening sequence, leaving 83 encounters in our study. Physicians were second- or third-year internal medicine or family medicine residents at the University of California Davis Medical Center. Patients were established adult patients planning to discuss pain management with an enrolled physician during a routine appointment. Patients were ineligible if they spoke a language other than English during visits, were getting active cancer treatment or palliative care, or were receiving an opioid prescription from someone other than their primary care physician. Patient and physician demographic information were collected at enrollment. The University of California Davis Institutional Review Board approved the study. Written consent was obtained from all participants, and detailed study procedures have been previously described [ 42 , 43 ].

Participant experience measures

After each visit, physicians completed the 10-item Difficult Physician-Patient Relationship Questionnaire [ 44 ]. Physician difficulty scores could range from 10 to 60 and higher scores represent more difficult visits. Patients completed 4 measures of patient experience: the short form of the Wake Forest trust scale [ 45 ], a 3-item measure of agreement with treatment plan [ 46 ], an assessment of physician communication skills from the Consumer Assessment of Healthcare Providers and Systems (CAHPS) Adult Visit Survey [ 47 ], and a patient-facing version of the Difficult Physician-Patient Relationship Questionnaire described in prior studies by Henry et al. [ 43 ] Exploratory factor analysis indicated that all 4 measures assessed a single latent construct; therefore, these 4 measures were combined into a single standardized (population mean = 0, SD = 1) measure of patient experience, with higher values indicating a better experience [ 43 ].

Coding procedures

Two authors, a primary care physician and a medical sociologist trained in conversation analysis [ 40 , 41 ] (AECW) watched study video recordings and coded visits together. We worked in tandem to determine two coding schemes for Visit Openings and for Topic-Level review . Our complementary expertise allowed us to simultaneously analyze data both for medical content and for interactional process , allowing for richer analysis. For instance, a conversation analyst may not recognize when one medical topic shifts into another topic. A physician may not recognize the communicative practices speakers use to accomplish shifting between topics.

Qualitative analysis: visit openings

First, we determined the visit opening style by watching visits from their onset through the first topic discussed. Initially, we anticipated developing a binary coding scheme indicating whether agenda setting occurred or not. After reviewing 20 videos, however, we realized we needed a more nuanced coding of agenda setting, which led to an inductively-driven analysis of visit openings (still based on the basic purpose of generating an upfront list of topics) informed by conversation analysis principles which focus on how participants begin an interaction [ 16 , 48 ], introduce topics for discussion [ 29 , 49 ], transition from one topic to the next [ 50 ], and analyzes the overall sequential order in which topics are discussed [ 51 ].

We defined agenda setting as strategies to explicitly elicit or confirm an upfront list of agenda topics before discussing the first topic, and our definition did not include an arbitrary time limit. Previous research has shown that broad open-ended questions during visit openings (e.g., “What can I do for you today?”) typically generate a single topic and are ineffective in soliciting an upfront list of topics [ 13 , 16 ], so open-ended questioning by itself did not fulfill our definition. We expanded our analysis to include the opening sequence of 45 visits, at which point we reached saturation. In tandem we then applied the final visit opening coding scheme to all 83 visits. Disagreements were negotiated and a conclusion achieved by consensus.

Qualitative analysis: topic-level

Subsequently, we performed in tandem a topic-level review of 15 visits, at which point we reached saturation for development of a coding schema for topic-related variables. This entailed watching visits from when physicians entered the room until they exited. This initial review established a coding scheme for the types of topics discussed and how to represent their occurrence. This inductively-driven analysis led to the final list of topic-related variables. We coded for the frequency of the following: total topics, major topics, surprise topics, return topics, and the length of the visit (see Table 3 for definitions). We coded topics initiated by patient companions as patient-initiated topics. Disagreements were negotiated and a conclusion achieved by consensus.

We then applied this final topic-level coding scheme to a subset of 41 videos due to the time intensive nature of tandem coding (each visit took approximately 2 h to code) and coordinating research schedules. We purposefully selected all visits with agenda setting for topic-level coding ( n = 9), and we selected 32 additional visits using maximum variation sampling to represent family medicine and internal medicine resident physicians, a proportionate distribution of the visit opening styles, and a wide range of patient experience and physician difficulty scores [ 53 ].

Quantitative analysis: visit openings

Using the whole sample ( n = 83), we constructed separate linear regression models with patient experience and physician perception of visit difficulty as dependent variables and agenda setting (present/absent) as the independent variable. We then ran 2 additional regressions with the same 2 dependent variables analyzing visit opening style as 5-level categorical variable. Open-ended question visit opening style was the reference group for all analyses using the 5-level categorical variable.

Quantitative analysis: topic-level

Using the 41 visits that underwent topic-level coding, we constructed separate linear regression models to assess for differences in means of 5 dependent variables (total topics, major topics, surprise topics, return topics, length of visit) among groups defined by agenda setting (present/absent) as the independent variable. We then ran additional regressions with the same variables analyzing visit opening style as a 5-level categorical variable.

All analyses controlled for standard demographics (patient age, sex, and white versus nonwhite race) that may act as confounders, and used general estimating equations to account for clustering of patients within physicians. Analyses were conducted using SAS 9.4.

The 83 visits coded for visit opening style had a mean patient experience standardized score of 0.02 (SD = 0.87) and a mean physician difficulty score of 27.4 (SD = 10.71). Table 1 provides demographic information for patients and physicians.

Qualitative results: conversation analysis of visit openings

Visits demonstrated 5 distinct visit opening styles (see Table 2 for definitions and example transcripts). We found 3 opening styles that did not qualify as agenda setting: open-ended question , patient launch , and physician launch . The non-agenda setting openings launched into a first topic without establishing, at least on a pro tem basis, the full set of topics to be discussed.

We found two distinct visit opening styles physicians used to perform agenda setting. The first style was agenda eliciting , which is a standard approach taught to medical students and residents. In this approach, physicians request from patients an upfront list of their medical concerns (e.g.,“What are the main things we want to talk about?”). The second style we identified was agenda reframing , as it allows physicians to reformulate the patient’s talk at the beginning of the visit (which could be about one or more potential topics to be discussed) into an explicit agenda.

Using conversation analysis, we demonstrate a case of agenda reframing to provide a detailed description of this novel conceptualization of agenda setting (see Table 2 for transcript). The visit begins with the physician asking an open-ended question, “What can I do for you today?”, a standard agenda eliciting opening. However, instead of conforming to the topic of the question, the patient responds to this general inquiry as if it were a “How are you” question [ 16 ] with, “I’m not doing no good.”, which the physician unpacks in line 3. The patient then begins to describe the array of concerns she is suffering from including fever, coughing, and a sore throat. Instead of launching into an investigation of these concerns, the physician tries to reframe these concerns as a list of topics (line 10).

In response to the physician’s first attempt to have her agree to an agenda, the patient provides only a token confirmation, “Yeah” (line 11), and she then rushes into her next-turn-at-talk (with a compressed “cuz”) about another topic—a question about a prescription and its potential relatedness to having restless legs. At this point, the physician shifts the conversation away from the patient’s attempted launch into the restless leg topic, and again tries to synthesize the patient’s concerns into an upfront agenda while also negotiating what the priorities of the visit are and in what order these topics should be discussed (lines 17–19, 21). While the physician is attempting to get the patient to recognize the act and content of agenda setting, the patient does neither. The patient transforms the physician’s confirmation question about restless legs (and the topic being on the agenda (line 21)) into a request for more information and as a launch into the topic of her legs. This is evident in the patient’s elaboration about her legs (lines 24, 26).

For the third and final time, the physician repeatedly refrains from following the patient’s attempted path into a discussion about a medical topic before establishing an agenda, and again pauses to set the agenda. The physician now does so with a declarative formulation of the agenda to “first” discuss the fever and the cough (line 27), which implicitly leaves the restless leg topic as the subsequent topic. Only then, after having established an agenda unilaterally after two failed collaborative attempts, does the physician move out of the opening phase of the visit and into the history taking phase (line 28).

While this excerpt may show an exceptional amount of demonstrated restraint by the physician to curtail the patient’s many attempts to delve straightaway into a medical topic, this physician has successfully shown how agenda reframing potentially helps make the visit less disorganized than it would have been otherwise. Agenda reframing is a helpful practice when patients, as demonstrated here, do not readily provide an upfront list of topics to an agenda eliciting question (or to other open-ended question visit openings). Physicians can also use agenda reframing when patients begin a visit with a patient launch. Agenda reframing allows physicians to hit the brakes while still incorporating the concerns raised by the patient into the potential agenda.

Qualitative results: topic-level

Table 3 defines the topic-level variables we assessed for each visit (total topics, major topics, surprise topics, return topics) and provides an illustrative example visit.

This visit begins with the patient launching into a first topic about his recent fall off a moving truck, and the visit proceeds without the physician pausing to set an agenda. Because the physician does not solicit an upfront list of topics from the patient, every patient-initiated topic throughout the visit is therefore an unanticipated surprise topic for the physician. All but 2 topics (stomach issues and smoking cessation) are patient-initiated surprise topics. This topic-level review allowed us to ascertain not only the types of topics discussed but also how often the same topic gets returned to (e.g., chronic pain gets returned to 3 times). While this particular visit only has one major topic (chronic pain) that receives a comprehensive discussion, there are 8 total topics discussed.

Quantitative results: visit openings

We found the 3 opening styles that did not qualify as agenda setting comprised the vast majority of the visits: open-ended question ( n = 41), patient launch ( n = 15) and physician launch ( n = 18), while the 2 opening styles that qualified as agenda setting occurred relatively infrequently: agenda eliciting ( n = 6) and agenda reframing ( n = 3). In total, 9 of the 83 visits (11%) included agenda setting.

We re-categorized these 5 visit opening styles into a 2-level variable of those visits that met the agenda setting definition (agenda eliciting, agenda reframing) and those that did not (open-ended question, patient launch, physician launch). There was no statistically significant difference in patient experience and physician perception of visit difficulty for visits in which agenda setting was present versus absent, (Table 4 ) nor among the 5 visit opening styles.

Quantitative results: topic-level

The 41 visits coded for topics discussed had a mean length of 25.6 min (SD 7.12), and a mean of 8.10 (SD = 3.47) total topics discussed. Visits averaged 1.63 (SD = 0.70) major topics and 7.85 (SD = 4.14) returns to prior topics. Visits averaged 3.93 (SD = 3.01) surprise topics. All visits had at least 1 surprise topic.

We found visits with agenda setting had a statistically significantly lower number of surprise topics (mean = 2.67, SD = 1.66) compared to visits without agenda setting (mean = 4.28, SD = 3.23) ( p -value = 0.03) (Table 5 ). No significant differences were found in visit length, number of total topics covered, return topics, or number of major topics discussed between visits with or without agenda setting. No significant differences were found for any dependent variables among the 5 different visit opening styles.

In this study examining physicians’ agenda setting in primary care visits for patients taking opioids for chronic pain, we developed a taxonomy of visit opening styles. We identified two distinct methods physicians used to set an agenda: agenda eliciting and agenda reframing. This study is the first to identify and describe agenda reframing , which is a practice physicians use to reformulate the patient’s talk at the beginning of the visit (which could be about one or more potential topics to be discussed) into an explicit agenda. Our study also confirmed the importance of agenda setting, as our exploratory quantitative analysis found that any use of agenda setting was associated with fewer surprise topics, but no form of visit opening style was associated with a change in patient experience or physician perception of visit difficulty.

We found that resident physicians performed agenda setting in only 11% of chronic care visits. Almost 50% of visits started with a broad open-ended question that then transitioned into the first topic without physicians pausing to establish (or reframe) the agenda. Thus, open-ended questioning does not, by itself, reliably establish a complete visit agenda. This finding suggests open-ended questioning should not be included in the definition of agenda setting. Even though our agenda setting frequency is lower than other studies of recorded visits [ 4 , 9 , 13 , 14 , 18 ], a finding potentially attributable to our relatively constrained agenda setting definition, we believe our definition is a more accurate representation of the phenomena and will set a more clear rubric for future studies.

Our low rate of observed agenda setting may also be related to physician preference, perceived lack of time, lack of comfort with agenda setting, lack of education about agenda reframing as a method, or physicians taking a tailored approach to particular patients. Furthermore, patient behavior may also curtail physicians’ best efforts to agenda set and may reflect unique challenges in a chronic care environment, where patients and physicians negotiate multiple topics. These results resonate with the work of Stuart et al. [ 54 ] in the UK, who found that physicians often delay soliciting additional concerns until the end of the visit. Future studies should assess which patient- or physician-related factors influence agenda setting. Understanding these influences could inform pre-visit interventions, potentially leading to better visit experiences.

We next address studying agenda setting in the context of chronic pain. Despite indications that chronic pain can dominate visits and distract attention from other clinical issues [ 55 , 56 , 57 , 58 ], our data show participants addressed a multitude of topics (an average of 8 per visit). Our finding exceeds the number of total topics discussed in Brock et al.’s study which compared visits with and without agenda setting (an average of 4.75 and 5.15 per visit, respectively) [ 7 ]. One potential explanation is that patients in resident clinics tend to have more complicated chronic health concerns and transportation issues that may encourage physicians to address more topics [ 59 , 60 ]. Furthermore, recent studies found patients who take opioids for chronic pain receive improved care because more frequent visits provide opportunities for more preventive care topics to be addressed [ 61 , 62 ].

In our analysis of surprise topics, we found that agenda setting was associated with fewer surprise topics, which could be attributed to the inherent benefit of agenda setting—having physicians elicit an “unsurprising” upfront list of topics at the beginning of the visit. This finding aligns with other studies [ 7 , 13 ], suggesting our definition of agenda setting, which excludes open-ended questions if performed without agenda reframing, has some construct validity. Averting surprise topics could improve quality of care by shifting critical discussions earlier in the visit, where they are likely to be afforded more time [ 2 ]. An important caveat is that all 9 of the agenda setting visits ultimately contained at least one surprise topic. Since surprise topics can occur despite agenda setting, physicians may view agenda setting as ineffective.

We did not find differences in physician perception of visit difficulty between visits with or without agenda setting. We theorized that if physicians generally perceive visits for chronic pain as difficult [ 22 ], there may not be sufficient variation in visits to detect a change. We did not have a comparison group of non-pain visits. Future studies could investigate more diverse chronic care visits. Physician wellbeing is part of the quadruple aim which expands on the triple aim of improving healthcare (through better outcomes, lower costs, improved patient experiences) by including staff wellbeing [ 63 , 64 ]. Developing improved communication skills for use in this patient population could improve the patient-physician experiences [ 36 , 65 ].

The strengths of this study include direct observation of clinical visits using videotape and use of mixed analytic methods, but like all studies ours has limitations. This study took place at two clinics in a single academic health center, limiting generalizability to other settings. However, findings from this setting are highly relevant to medical education. Additionally, our sample size limited our statistical power to identify small differences between visits with and without agenda setting. Our study measured the number of topics discussed per visit but did not examine how effectively topics were discussed.

Along with prior studies, our work demonstrates that agenda setting may be a useful strategy for reducing surprise topics. A unique finding from our study is identifying the practice of agenda reframing, which has not to our knowledge been formally taught but seems to be a viable agenda setting strategy. Agenda reframing can be potentially taught as a simple 3 step process: 1) Ask ‘ What brings you in today?’ 2) Encourage patients to expound 3) Redirect to additional items on the agenda. Teaching physicians multiple strategies for agenda setting (i.e. agenda eliciting or agenda reframing) may help physicians feel more comfortable setting agendas. Of course, further research is needed to explore these hypotheses. Because agenda setting is a free communicative intervention, does not make visits longer, and can provide benefits such as reducing surprise topics, we believe our findings match current consensus that agenda setting is a valuable strategy.

In this study examining physicians’ agenda setting in primary care visits for patients taking opioids for chronic pain, we developed a taxonomy of visit opening styles which comprised 2 styles of agenda setting ( agenda eliciting and agenda reframing ) and 3 styles of non-agenda setting ( open-ended question , patient launch, or physician launch ). Resident physicians rarely perform agenda setting with patients who have chronic pain. When performed, it was associated with fewer surprise patient topics, but no form of visit opening style was associated with a change in patient experience or physician perception of visit difficulty. Understanding the use of agenda setting in visits for chronic problems may help primary care physicians to decide the best use of this communication tool in their practice.

Availability of data and materials

Some data in this study are confidential. The video recordings contain identifiable data and so are not publicly available. But the datasets generated and analyzed during the study are available subject to required ethical and regulatory approvals. Those interested in using these data should contact the senior author (SGH).

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Acknowledgements

Authors gratefully acknowledge the contributions of Gary Weinberg, who recruited participants and collected the video data. Authors also thank the patients and physicians who participated in this study.

Original data collection was supported by National Institutes of Health grants KL2TR000134 and UL1TR000002 and by the University of California Davis Department of Internal Medicine. For secondary analyses, Dr. Henry was supported by National Institutes of Health grant K23DA043052. Drs. Hood-Medland and White were supported by Health Resources and Services Administration grant T32HP30037 through the Quality, Safety, and Comparative Effectiveness Research Training (QSCERT) Program. Dr. Hood-Medland was also supported by National Institutes of Health grant UL1TR001860. Dr. White was also supported by Agency for Healthcare Research and Quality grant T32HS022236. Views expressed in this manuscript are solely those of the authors. Funders had no input into the preparation or approval of this manuscript.

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Eve Angeline Hood-Medland and Anne E. C. White share first authorship and contributed equally to this work.

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Department of Internal Medicine, University of California Davis, 4150 V Street Suite 2400, Sacramento, CA, 95817, USA

Eve Angeline Hood-Medland, Anne E. C. White, Richard L. Kravitz & Stephen G. Henry

University of California Davis Center for Healthcare Policy and Research, Sacramento, CA, USA

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EAHM, AECW, RLK, and SGH contributed to the research design, to the analysis of the results, and to the writing of the manuscript. SGH collected these data. EAHM and AECW coded the visits. All authors read and approved the final manuscript.

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Correspondence to Anne E. C. White .

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Hood-Medland, E.A., White, A.E.C., Kravitz, R.L. et al. Agenda setting and visit openings in primary care visits involving patients taking opioids for chronic pain. BMC Fam Pract 22 , 4 (2021). https://doi.org/10.1186/s12875-020-01317-4

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National Research Council (US) Committee on Engaging the Computer Science Research Community in Health Care Informatics; Stead WW, Lin HS, editors. Computational Technology for Effective Health Care: Immediate Steps and Strategic Directions. Washington (DC): National Academies Press (US); 2009.

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Appendix B Meeting and Site Visit Agendas and Site Visit Methodology

B.1. meeting and site visit agendas, b.1.1. meeting 1—april 23, 2007 (washington, d.c.).

Entirely closed session for NRC housekeeping

B.1.2. Meeting 2—June 13-14, 2007 (Washington, D.C.)

June 13, 2007—Open Session

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June 14, 2007—Entirely closed session for NRC housekeeping

B.1.3. Meeting 3—October 12, 2007 (Washington, D.C.)

B.1.4. meeting 4—january 28-29, 2008 (san francisco).

Entirely closed session for report development

B.1.5. Online Briefings

November 27, 2007

Peter J. Fabri Professor of Surgery and Associate Dean, University of South Florida Adjunct Professor of Surgery, Northwestern University

November 28, 2007

Peter Neupert, Corporate Vice President, Health Solutions Group Microsoft Corporation

December 4, 2007

Kenneth D. Mandl Assistant Professor of Pediatrics, Harvard Medical School Affiliated Faculty, Harvard-MIT Division of Health Sciences and Technology

B.1.6. Site Visit on September 12-13, 2007 (University of Pittsburgh Medical Center, Pittsburgh)

September 12, 2007

September 13, 2007

B.1.7. Site Visit on October 10-11, 2007 (Veterans Affairs Medical Center, Washington, D.C.)

October 10, 2007

October 11, 2007

B.1.8. Site Visit on November 15-16, 2007 (HCA TriStar, Nashville, Tenn.)

November 15, 2007

November 16, 2007—Observation Session

B.1.9. Site Visit on November 16-17, 2007 (Vanderbilt University, Nashville, Tenn.)

November 16, 2007

November 17, 2007

B.1.10. Site Visits on December 3, 2007 (Partners, Boston, Mass.)

B.1.11. site visit on january 7-8, 2008 (intermountain healthcare, salt lake city, utah).

January 7, 2008

Observation Session 1 Latter Day Saints Hospital

January 8, 2008

Observation Session 2—Intermountain Medical Center

B.1.12. Site Visit on January 14, 2008 (UCSF, San Francisco)

B.1.13. site visit on january 14, 2008 (pamf, palo alto, california), b.2. site visit methodology.

For each site visit, the committee sought to:

Observe the best of what the site had been able to achieve.
Ask about what the site needed but did not have.
Obtain site input on the gap between needs and the state of the art of the health care information technology industry.
Identify, clarify, and categorize “pain points” for the site.
Identify where improvement is possible through application of existing knowledge and where further research is needed.

To preserve face time for interactive questions and answers, each site host was asked to provide as much background as possible as pre-visit reading material. Hosts were requested to limit formal presentations to a 10-minute overview of their key messages, leaving the majority of each time block for interactive exploration. Where possible, hosts arranged for committee visitors to shadow care providers engaged in workday activities (e.g., on rounds, at the central nursing station). Shadowing teams were generally composed of one health care provider and one computer scientist (and one staff person), so that teams could operate in parallel.

Information requested in pre-visit reading material included:

Organization “facts” (FTEs, admissions, visits, research dollars, and so on)
Health care organization's organizational chart
Health care organization's strategic plan
IT organization chart
Information management or IT strategic plan
Information system inventory
Information technology architecture or standards specifications
Most recent wired survey responses
Last joint commission visit report

During each visit, the committee visitors sought to see or to hear about as many of the following facility components as possible:

Enterprise overview
IT/systems overview
Chief quality/safety officer
Risk management
Bed control, transfer center, life flight
Emergency room to inpatient, outpatient to operating room to intensive care unit to intermediate care
Medication reconciliation, outpatient to inpatient to outpatientMedication reconciliation, outpatient to inpatient to outpatient
Nursing shift change, house officer signout
Shadow a nurse during medication administration
Shadow a doctor on morning rounds
Inventory management
Eligibility/billing
Charge master, reimbursement contracts
Formulary, drug-drug interactions
Order sets, pathways
Cite this Page National Research Council (US) Committee on Engaging the Computer Science Research Community in Health Care Informatics; Stead WW, Lin HS, editors. Computational Technology for Effective Health Care: Immediate Steps and Strategic Directions. Washington (DC): National Academies Press (US); 2009. Appendix B, Meeting and Site Visit Agendas and Site Visit Methodology.
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MEETING AND SITE VISIT AGENDAS
SITE VISIT METHODOLOGY

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Visit Agenda
Visit Agenda
10+ Sample Visit Agenda
Visit Agenda Templates
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10+ Sample Visit Agenda

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Agenda
Agenda meaning in hindi || Agenda का मतलब हिंदी में
What's an Agenda and Why Should I Care?
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What's the agenda behind all this?🧐 #agenda #meaning #twice #cheerup #reaction
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Visit Agenda
An agenda is a list of things to be done, such as a meeting of topics and issues to be discussed. There are multiple agenda examples that support this thought. An itinerary, on the other hand, focuses on the things to be done on a trip and other significant details of a particular location. A visit agenda is a strict list of details and ...
How to Plan the Perfect Customer Visit [+ Agenda Template]
Understanding what their future goals are can help align your product with their needs. These in-depth conversations would rarely come up over a quick phone call. 2. Gathering Feedback. Customer visits provide a unique opportunity to gather honest and in-the-moment insight into what your customers need and want.
Difference between AGENDA, ITINERARY, and SCHEDULE
An agenda is a list or program of things to be done. Workers who are well-organized will often have an agenda for meetings - a list of specific topics to discuss, or things to accomplish during the meeting.. If something is "on the agenda" or "on your agenda," it means that people are willing to discuss it or work on it.. We also have the expression "a hidden agenda," meaning a ...
Client Visit Meeting Agenda Template
ClickUp's Client Visit Meeting Agenda template is the perfect tool to plan and execute successful client meetings. Here are the main elements of this template: Document Structure: Use ClickUp's Doc template to create a well-structured meeting agenda that includes sections for objectives, discussion points, action items, and follow-up tasks. ...
10+ Sample Visit Agenda
Sample Visit Agenda Templates. Browse through some of our sample templates and download those that you think are comprehensive for you. This Corporate Visit Agenda Template is presented in a table. It would be much easier for you to plot your visitor's schedule and corresponding activities as well.
Agenda setting: start visits this way, and they're more likely ...
One way is by making a comprehensive list of concerns at the beginning of the visit, then setting the agenda for the visit based on which concerns need the most immediate attention and which can ...
Meeting agenda examples: How to plan, write, and implement
How to write a meeting agenda. Crafting a meeting agenda is a key step in ensuring a focused and productive meeting. Here's how to do it effectively. 1. Clarify meeting objectives. The first step in writing a meeting agenda is to clearly define any goals. In clarifying the goal, be as specific as possible.
AGENDA
AGENDA definition: 1. a list of matters to be discussed at a meeting: 2. a list of aims or possible future…. Learn more.
Agenda Definition & Meaning
agenda: [noun] a list or outline of things to be considered or done.
Site Visit Meeting Agenda Template
ClickUp's Site Visit Meeting Agenda template is the perfect tool to plan and execute successful site visits with efficiency and organization. This template includes: Custom Statuses: Use custom statuses to track the progress of your site visit meetings, such as Scheduled, In Progress, and Completed. Custom Fields: Add custom fields to capture ...
16 Meeting Agenda Examples & Free Templates
Here are 16 meeting agenda templates that you can use to create your next agenda: 1. Weekly 1-on-1 meeting agenda template by ClickUp. Keep all of your agendas, action items, and feedback all in one organized place with this Weekly One-on-One Template by ClickUp.
AGENDA
AGENDA meaning: 1. a list of matters to be discussed at a meeting: 2. a list of aims or possible future…. Learn more.
Agenda setting and visit openings in primary care visits involving
The physician, however, does not engage with the patient's proposed first topic but instead reframes the patient's talk into a visit agenda. This definition requires that the opening lines do not meet the definition of agenda eliciting; agenda reframing is counted as agenda setting because the physician pauses to establish the agenda before ...
7 Tips for Setting a Meeting Agenda (+Examples)
6 Leave a section for action items. Make sure that you leave a section of your meeting agenda for action items. It's a good idea to review your action items from the previous meeting at the beginning of your meeting so that you can update their status. That way, as new action items arise from the current meeting, you can add them to the ...
Agenda vs. Itinerary
An Agenda generally pertains to meetings or events. Itinerary, conversely, is often associated with travel plans. It typically outlines places to visit, stay, or activities in chronological order. While an Agenda provides guidance for topics or tasks that need addressing, an Itinerary offers structured planning for trips or tours, indicating ...
Agenda vs Itinerary: Difference and Comparison
The agenda is more focused on the content and goals of the meeting or event, while Itinerary is more focused on the travel arrangements and activities of the trip. Agenda is shorter and more straightforward than itineraries, which can include detailed information about transportation, accommodations, and sightseeing. Summary.
Agenda (meeting)
Agenda is an abbreviation agenda sunt or agendum est, gerundive forms in plural and singular respectively of the Latin verb ago, agere, egi, actum "to drive on, set in motion", for example of cattle. The meaning is "(those things/that thing) which must be driven forward". What is now known in English as an agenda is a list of individual items which must be "acted upon" or processed, usually ...
Five Steps to Mastering Agenda Setting
The agenda-setting process includes eliciting all patient concerns at the start of a visit, estimating the time required, establishing priorities for the current visit, creating a plan for ...
7 Steps for Planning a Successful Virtual Site Visit with ...
A volunteer or participant joins and speaks about their experience for 10-15 minutes. Q&A with the funder. 6. Prepare thoughtful questions. This applies to a 'normal' site visit too, but the point stands: make sure you take time to prepare insightful questions to ask your funders as well.
Agenda setting and visit openings in primary care visits involving
Agenda setting is a communication strategy physicians use at the beginning of clinical visits to elicit, propose, and organize a complete list of topics to be covered [].Topics are clinical issues raised by either patient or physician [].Agenda setting is thought to improve patient outcomes and experience [], physicians' understanding of patients' concerns [], and physician organization ...
Everything You Need To Know For A Successful Site Visit
Convey expectations and site visit timeline. Be clear about what you want to achieve and how much time you have available for the site visit. If you are expecting to do a 30 minute site visit at an expansive resort, the sales manager will need to know ahead a time to create a site visit with high priority items first.
Meeting and Site Visit Agendas and Site Visit Methodology
To preserve face time for interactive questions and answers, each site host was asked to provide as much background as possible as pre-visit reading material. Hosts were requested to limit formal presentations to a 10-minute overview of their key messages, leaving the majority of each time block for interactive exploration. Where possible, hosts arranged for committee visitors to shadow care ...
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