Meetings with your leadership are a cornerstone of collaboration, designed to align teams, solve problems, and drive progress.
But what happens when an individual hijacks the discussion?
You’ve likely encountered this scenario: the group is focused on a specific topic, someone responds initially as if they’re on track, and then—bam—they pivot to their own personal issues, steering the conversation off a cliff. The purpose of the meeting dissolves, frustration mounts, and productivity tanks. As a facilitator, your challenge is to manage this dynamic diplomatically while keeping the group on course. Here’s how to do it effectively.
1. Set Clear Expectations Upfront
Prevention is your first line of defense. Before diving into the agenda, establish the meeting’s purpose and ground rules. Say something like, “Today, we’re here to finalize the project timeline—let’s keep our focus there so we can wrap up efficiently.” This sets a tone of intentionality. If you know someone who tends to derail, consider a subtle pre-meeting check-in with them: “Hey, I’d love your input on the timeline today—can we save other topics for a separate chat?” Clarity from the start signals what’s expected.
2. Recognize the Redirect Early
The moment someone starts veering off-topic—say, from project deadlines to their ongoing feud with another person—catch it. Don’t let it snowball. Listen just enough to understand their pivot, but don’t indulge it. Often, these redirects begin with a vague tie-in (“Speaking of issues, I have serious concerns about …”), so train yourself to spot the shift before it’s a full-blown monologue.
3. Use the “Acknowledge and Park” Technique
You don’t want to shut someone down coldly—it can breed resentment and disrupt group dynamics. Instead, acknowledge their input briefly, then redirect. Try: “I hear you, and that sounds frustrating. Let’s table that for now and continue this discussion—can you share your thoughts on what we just talked about?” This validates their feelings without letting the tangent take root. If it’s a recurring issue, offer to follow up offline: “Let’s grab a quick coffee after this to talk about that separately.”
4. Leverage the Agenda as Your Anchor
A visible, structured agenda is your best friend. Point to it—literally or figuratively—when things stray. You’d be surprised at how valuable visuals are, whether in a handout or on a whiteboard, for comprehension. “Great, thanks for that input. Looking at our agenda, we’re on item two: communication. Who’s had any issues with this in your team?” This keeps the group oriented and gives you a neutral way to pull focus back. If you don’t already use one, start. It’s harder to derail a train when the tracks are clearly laid out.
5. Engage the Group to Recenter
Sometimes, the derailer needs a nudge from the collective. Pose a direct question to the room that ties back to the topic: “Okay, everyone, where do we stand on this particular issue?” This shifts attention away from the individual without singling them out. Most people pick up the cue and realign. If they don’t, the group’s momentum can naturally drown out the tangent.
6. Be Firm When Necessary
If subtle redirects fail and the conversation is fully off the rails, step in with authority—but keep it professional. Interrupt politely: “Hold on, I need to jump in here. We’re getting pretty far from our goal today, so let’s rewind to the main discussion.” Tone matters—stay calm and firm, not exasperated. The group will appreciate the rescue, even if the derailer doesn’t.
7. Reflect and Adjust Post-Meeting
Afterward, assess what happened. Was the derailment a one-off, or a pattern? If it’s chronic, consider structural fixes: shorter meetings, tighter agendas, or even a private conversation with the individual about their impact. They might not realize how their tangents affect the team. Frame it constructively: “I’ve noticed we lose focus when we dive into side topics—how can I support you in keeping us on track next time?”
Why This Matters
Derailments don’t just waste time—they erode trust in the process. When people see meetings as a free-for-all, they disengage. As a facilitator, your job is to protect the group’s purpose and morale. It’s not about silencing voices; it’s about channeling them productively.
Mastering this balance takes practice. You’ll need sharp listening skills, quick thinking, and a dash of patience. But with these strategies, you can turn a potential trainwreck into a meeting that gets stuff done. And who knows? The chronic derailer might even thank you for it—eventually.
Even more … your leaders will learn how to manage their own meetings and small groups because they have seen how it’s done.