As chairperson you should remember to begin the meeting by saying what its purpose is and why it is necessary. Don’t assume that everyone knows. You may also want to check that the participants are comfortable with the agenda, so that your plan for the meeting now becomes our plan for it. In a pleasant but firm way, show that you have taken charge.

If a long-winded person still challenges you for the right of way, by continuing to talk over others or by interrupting again, then you will have to show some steel until they get the message. Never lose control.

Heading off potential or actual irrelevancies is also a vital part of controlling a meeting. Sometimes a ‘red herring’ looks more tasty than the ‘bread-and-butter’ items on the agenda. However, where the object of a meeting is creative thinking, as in brainstorming sessions, it may sometimes be worth pursuing red herrings, for the apparently irrelevant may disguise the germ of a new idea.

Once work has started on the agenda you will have to exercise the function of controlling, which should be done with intelligence and sensitivity. What would you do about an overtalkative person? It is essential to stop them, but it has to be done tactfully as well as firmly: ‘Thank you, Michael, I think we have got the drift of your argument. Susan, you haven’t said anything yet. Do you agree with Michael or not?’

Experienced colleagues at a discussion meeting will seldom require you to exercise the gatekeeping function of ‘opening the door’ for someone to make a contribution. More often than not, your energies will be deployed in shutting the door!