13 tricks Steve Jobs, Jeff Bezos, and other famous execs have used to run effective meetings

Back when he was a CEO, Horowitz led Opsware to a $1.6 billion sale to HP in 2007.

Two years later, he cofounded Andreessen Horowitz, probably the most sought-after firm in venture capital.

Horowitz, who spends much of his time mentoring young leaders, says the most important job for a CEO is to architect the way people communicate in a company.

The one-to-one meeting is essential to that process, he says, as it's the best place for ideas and critiques to flow up from employees to management.

Here's his take on how to run one:

If you like structured agendas, then the employee should set the agenda. A good practice is to have the employee send you the agenda in advance.

This will give her a chance to cancel the meeting if nothing is pressing. It also makes clear that it is her meeting and will take as much or as little time as she needs.

During the meeting, since it’s the employee’s meeting, the manager should do 10% of the talking and 90% of the listening. Note that this is the opposite of most one-on-ones.

Musk has incredibly high standards, so if you're meeting with him at Tesla or SpaceX, you have to be ready.

As one anonymous Musk employee shares on Quora:

When we met with Elon, we were prepared. Because if you weren't, he'd let you know it. If he asked a reasonable follow-up question and you weren't prepared with an answer, well, good luck.

What else would you expect from the most badass CEO in America?

Sandberg brings a spiral-bound notebook with her to every meeting. In that notebook is a list of discussion points and action items.

"She crosses them off one by one, and once every item on a page is checked, she rips the page off and moves to the next," Fortune reports. "If every item is done 10 minutes into an hour-long meeting, the meeting is over."

Jobs led Apple to become one of the world's most valuable companies, creating consumer-friendly products with sleek designs.

He ran meetings with a similar minimalism. He hated when they were too big, because too many minds in a room got in the way of simplicity.

In one tale, Jobs was in a weekly meeting with Apple's ad agency and spied someone who didn't regularly attend. He asked who she was, listened to her reply, and politely told her to get out: "I don't think we need you in this meeting," he said. "Thanks."

Jobs carried the same standard with himself: When US President Barack Obama asked him to a meeting of tech darlings, he declined. The guest list was too long.

As we've reported before, Mayer gets to the bottom of any proposal brought her way.

Product managers or designers sitting down with the exec have their ideas thoroughly vetted through a series of questions, like:

How was that researched?

What was the research methodology?

How did you back that up?

This vetting process is just one of the many strategies Mayer used to shake up Yahoo.

In August, Page announced a plan to radically restructure Google by forming a new parent company called Alphabet, which he would lead. Google officially became Alphabet in early October.

Some years prior, in 2011, Page sent out a company-wide email with the subject line: how to run meetings effectively. One of his tips was to designate a decision-maker for every meeting. But even more importantly, Page made the point that you might not need a meeting at all.

"No decision should ever wait for a meeting," the email reads. "If a meeting absolutely has to happen before a decision should be made, then the meeting should be scheduled immediately."

Parker doesn't just manage Nike's $30 billion-a-year athletic empire, he brings his own designs. Parker walks into meetings with a Moleskine notebook under his arm — full of his sketches of new products.

In 2009, cyclist Lance Armstrong was in a business meeting with Parker, who spent the whole time doodling in his notebook. At the end of the meeting, Armstrong asked to see what he drew.

"He turns the pad over and shows me this perfect shoe," Armstrong recalls.

The doodles help clarify the brainstorming process, Parker says, one that's a constant balance between what design wants and what business needs.

"I think about balance a lot," Parker says. "Most of us are out of balance, and that's OK, but you need to keep your eye on the overall equilibrium to be successful."

Stoppelman has a one-on-one meeting with each of his direct reports every week.

"Sometimes I feel like the company's psychiatrist," he shared on a Reddit AMA, "but I do feel like listening to people and hearing about their problems (personal and professional) cleans out the cobwebs and keeps the organization humming."

At any given meeting at Evernote, there will be someone there who doesn't belong.

This is by design. The cloud note-taking startup has an internal program called "officer training," in which employees get assigned to meetings that aren't in their specialty area to explore other parts of the company.

"They're there to absorb what we're talking about," Libin, Evernote's executive chairman and former CEO, told the New York Times. "They're not just spectators. They ask questions; they talk."

Libin got the idea from talking with a friend who served on a nuclear submarine. To be an officer of such a sub, you had to know how to do everybody else's job.

"Those skills are repeatedly trained and taught," he said. "And I remember thinking, 'That's really cool.'"

If you work at Amazon, you'd better be comfortable with conflict. Bezos hates "social cohesion," that tendency people have for finding consensus for no other reason than it feels good.

That distaste for agreeability is reinforced by Amazon's leadership principles, one of which reads:

Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.

He's also not a fan of PowerPoint presentations. Instead, he asks his employees to write a four- to six-page memo about their proposals and use meetings to field questions.

Winfrey is one of the wealthiest and most powerful women in the world. She's also one of the busiest.

Between running the Oprah Winfrey Network, publishing the Oprah Winfrey Magazine, and producing new TV series, she does not have time to waste in meetings.

"[I] really, really, really try to avoid meetings," Winfrey told J.J. McCorvey in an interview for Fast Company. She prefers that her staff instead send her detailed emails.

She once spent 20 minutes on the phone convincing Coretta Scott King not to set up an in-person meeting with her. Winfrey told her: "Whatever it is, I'm going to be more inclined to do it if you just ask me on the phone. Because if you come all the way here, if I don't want to do it, I'm still not gonna do it. And then you would have wasted your time, and I'm going to feel bad, and you're going to feel bad."

In a recent interview with The Wall Street Journal, Nadella said he convenes with his top execs one Friday a month for a whopping eight hours. The other three weeks, they meet for four hours.

"The senior leadership team of any company [has] got to stay on the same page," he told The Journal. "Any organization can easily devolve into a bunch of silos."

What are they doing for all that time? A Bloomberg Business story noted that Nadella keeps a dashboard that measures the performance of all his executives. It includes "real-time graphs and data on financial performance to product usage," and "executives bring out the dashboards each Friday at senior leadership meetings to help coordinate efforts across business units."