As much as the field of industrial-organizational psychology and allied fields associated more generally with organizational science strive to be scientist and practitioner oriented, much organizational research conducted by scientists is not readily accessible to practitioners in the field. Scientists in recent years have built an impressive research base on the topic of workplace meetings. There is also a voluminous nonscientific, or at least not explicitly scientific, practice literature on effective meetings. This chapter provides an overview of some of the primary evidence-based conclusions from the behavioral-science research on meetings and of central dominant themes from the practice literature. Then, acknowledging the similarities (and differences) between the two spheres of meeting knowledge, the chapter outlines core prescriptions for effective meetings drawn from both domains as well as from my applied experience. In concluding, I offer some thoughts about making our science more relevant.