Effective Meeting Practices

I was shadowing a coaching client in her leadership meeting when I watched this brilliant woman apologize six times in 30 minutes. 1. “Sorry, this might be off-topic, but..." 2. “I'm could be wrong, but what if we..." 3. “Sorry again, I know we're running short on time..." 4. “I don't want to step on anyone's toes, but..." 5. “This is just my opinion, but..." 6. “Sorry if I'm being too pushy..." Her ideas? They were game-changing. Every single one. Here's what I've learned after decades of coaching women leaders: Women are masterful at reading the room and keeping everyone comfortable. It's a superpower. But when we consistently prioritize others' comfort over our own voice, we rob ourselves, and our teams, of our full contribution. The alternative isn't to become aggressive or dismissive. It's to practice “gracious assertion": • Replace "Sorry to interrupt" with "I'd like to add to that" • Replace "This might be stupid, but..." with "Here's another perspective" • Replace "I hope this makes sense" with "Let me know what questions you have" • Replace "I don't want to step on toes" with "I have a different approach" • Replace "This is just my opinion" with "Based on my experience" • Replace "Sorry if I'm being pushy" with "I feel strongly about this because" But how do you know if you're hitting the right note? Ask yourself these three questions: • Am I stating my needs clearly while respecting others' perspectives? (Assertive) • Am I dismissing others' input or bulldozing through objections? (Aggressive) • Am I hinting at what I want instead of directly asking for it? (Passive-aggressive) You can be considerate AND confident. You can make space for others AND take up space yourself. Your comfort matters too. Your voice matters too. Your ideas matter too. And most importantly, YOU matter. @she.shines.inc #Womenleaders #Confidence #selfadvocacy

You're too outspoken." "You should be more likable." "You're coming off as aggressive." Sound familiar? Women in the workplace hear these phrases far too often. These comments, whether subtle or overt, are attempts to silence women and limit our potential. From being talked over in meetings to being passed over for leadership roles, or even labeled as "too emotional" or "too aggressive," the message is clear: shrink yourself to fit in. But here’s the truth: If your voice didn’t have power, no one would care to silence it. Playing small has never changed the world. So remember to never allow anyone to dismiss your confidence as arrogance. There’s a difference: 👉Confidence is knowing your worth and owning your expertise. 👉Arrogance dismisses others. Too often, women are made to believe their confidence is arrogance to keep them small. Don’t fall for it. So, what can we do differently? 👉Speak up—even when it feels uncomfortable. 👉Take space—your presence is invaluable. 👉Advocate for yourself—promotions, raises, and opportunities don’t just come; they’re claimed. 👉Support other women—amplify each other's voices.

Why is it that the loudest voice in the room is taken the most seriously? Across many teams, visibility gets mistaken for impact. The ones who speak the most in meetings, announce with the most intensity, or post the most in Slack are often seen as the most “driven.” Meanwhile, the people doing the quiet, deep work that holds everything together often go unnoticed. Until they eventually leave and the gap is felt. Early in my career, I struggled with this. I had strong opinions but found it hard to speak over louder, more confident voices. Over time, I learned to prepare points in advance, send reflections after meetings, and contribute in ways that felt natural to me. But not everyone should have to fight for space in that way. Leaders should design systems that make room for quieter thinkers and reward contribution, not decibels and # of words spoken. If you notice this is an issue and want to fix it: → Make visibility a shared responsibility: leaders should spotlight others’ impact → Set meeting norms that protect time for reflection & brainstorming, not just time spent talking → Allow moments of silence to give space for people to think and speak up → In reviews, ask questions like “who helped you succeed?” -> it exposes unseen contributors If you want better decisions that include more voices, build environments where the loud don’t dominate and the quiet don’t disappear. -- #people #culture #hr #meetings #inclusion

In April I sent a company-wide note with the subject line “I hate meetings.” Unsurprisingly, it’s our most-read internal communication to date. My message was simple: meetings can be incredibly effective when done right, but we’ve all adopted some bad habits when it comes to using our time – and our colleagues’ time – wisely.   After soliciting feedback from colleagues around the world through polling, group discussions and direct outreach, I shared our first round of meeting-focused updates:   ✔ Default meeting lengths in Outlook would now be 20- and 40-minute blocks, as opposed to 30 and 60 minutes. ✔ Pre-reads should be utilized more, prepared in a thoughtful way and sent at least 24 hours in advance. ✔ Even when the purpose of a meeting is clear, agendas matter! We should get in the habit of creating clear and concise agendas for all meetings, regardless of length. ✔ Less technical, but just as important: when considering a meeting, ask yourself – can this be done another way (e.g., e-mail, phone call, walk down the hall for an in-person discussion)? If a meeting is required, when considering participants ask yourself who really needs to take part. In the first month, total meetings per week dropped by ~1,800, and total audio minutes per week dropped by ~15%; that’s 282,280 minutes, or more than 4,700 hours. Stating the obvious, that’s rapid culture change. And while things have normalized a bit (at least, until our next round of updates), we’re still seeing a downward trend. Are these groundbreaking ideas for how to become a more efficient and effective organization? No, but they don’t have to be. Sometimes it’s as simple as 1) reminding people that we don’t have to operate a certain way because “that’s how we’ve always done things,” and 2) encouraging ownership of our time, the most valuable commodity we have. #CompanyCulture #TimeManagement #WorkSmarter

I was Wrong about Influence. Early in my career, I believed influence in a decision-making meeting was the direct outcome of a strong artifact presented and the ensuing discussion. However, with more leadership experience, I have come to realize that while these are important, there is something far more important at play. Influence, for a given decision, largely happens outside of and before decision-making meetings. Here's my 3 step approach you can follow to maximize your influence: (#3 is often missed yet most important) 1. Obsess over Knowing your Audience Why: Understanding your audience in-depth allows you to tailor your communication, approach and positioning. How: ↳ Research their backgrounds, how they think, what their goals are etc. ↳ Attend other meetings where they are present to learn about their priorities, how they think and what questions they ask. Take note of the topics that energize them or cause concern. ↳ Engage with others who frequently interact with them to gain additional insights. Ask about their preferences, hot buttons, and any subtle cues that could be useful in understanding their perspective. 2. Tailor your Communication Why: This ensures that your message is not just heard but also understood and valued. How: ↳ Seek inspiration from existing artifacts and pickup queues on terminologies, context and background on the give topic. ↳ Reflect on their goals and priorities, and integrate these elements into your communication. For instance, if they prioritize efficiency, highlight how your proposal enhances productivity. ↳Ask yourself "So what?" or "Why should they care" as a litmus test for relatability of your proposal. 3. Pre-socialize for support Why: It allows you to refine your approach, address potential objections, and build a coalition of support (ahead of and during the meeting). How: ↳ Schedule informal discussions or small group meetings with key stakeholders or their team members to discuss your idea(s). A casual coffee or a brief virtual call can be effective. Lead with curiosity vs. an intent to respond. ↳ Ask targeted questions to gather feedback and gauge reactions to your ideas. Examples: What are your initial thoughts on this draft proposal? What challenges do you foresee with this approach? How does this align with our current priorities? ↳ Acknowledge, incorporate and highlight the insights from these pre-meetings into the main meeting, treating them as an integral part of the decision-making process. What would you add? PS: BONUS - Following these steps also expands your understanding of the business and your internal network - both of which make you more effective. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

The biggest obstacle to most people's success: Their calendar. Employees spend 18 hours per week in meetings. Leaders? 23 hours per week. That's nearly 800-1,200 hours per year.  That's half of your working life. And according to Harvard,  71% are seen as a complete waste of time. Here's your playbook to take back control: CHANGE THE CADENCE • Start with 30 minutes, not 60 • Test weekly → bi-weekly → monthly • Kill what doesn't break when you skip it CAPTURE THE COST • Hours × Salaries × Attendees = Actual cost • Share the number with stakeholders • Watch priorities shift instantly CLEAN THE SLATE • Cancel every meeting for one week • Note what actually breaks • Rebuild only what's essential SEND A DELEGATE • Your presence isn't always needed • Empower others to make decisions • Gain back focused work time SEND A DOCUMENT • Use shared docs for updates • Record key discussions for review • Reserve meetings for decisions, not information SEND A HUMANOID • Generate meeting summaries instantly • Keep only decision-makers in the room • Let AI handle documentation SYNCHRONIZE YOUR SCHEDULES • Guard mornings for deep work • Batch meetings in afternoon blocks • Focus on decisions, not status updates The hard truth: Your calendar isn't just time. • It's what you'll achieve this year. • It's your career trajectory. • It's your balance. Top performers don't just manage time.  They use their calendar to design success. Every meeting you accept is a trade-off. Every hour on Zoom slows down progress. Every "quick sync" breaks your flow. The question isn't "Can I attend this meeting?" The question is "Is this meeting worth what I'm giving up?" Start by declining just one meeting. What meeting will you cancel today? 👇 🔔 Follow Dave Kline for more frameworks ♻️ Share to help others reclaim their time

🧾 The cost of being seen isn’t the same for everyone. For women, it’s a "Surchage" no one talks about. 👩 Take Ling, a regional sales director. When she speaks up in strategy meetings, she’s told to “be mindful of her tone.” When she stays quiet, she’s labeled “not strategic enough.” It’s not a leadership gap. It’s a cost-benefit calculation, rigged against her. 👩 Meet Rina, a product lead. She’s built three go-to-market launches. Each one a success. But when promotion time comes, her boss says: “You’re doing great. Let’s not disrupt the team dynamic.” Her competence became the excuse to keep her contained. 👩 And then there’s Julia, a COO candidate. She’s been asked to mentor the next generation of women leaders. But no one’s sponsoring her to be the next CEO. 👉 Because championing others is celebrated. Championing yourself gets complicated. But the problem is, the system charges women extra for the power move: • Speak up? Pay the “too aggressive” tax. • Stay humble? Pay the “forgettable” fee. • Stay silent? Pay with your career.    ⚙️ So how do you stop overpaying for power? You fix it by changing the cost structure. Here are 4 strategic power moves to change the terms: 1️⃣ 𝗦𝘁𝗼𝗽 𝗣𝗹𝗮𝘆𝗶𝗻𝗴 𝘁𝗵𝗲 𝗟𝗶𝗸𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗚𝗮𝗺𝗲. Most women try to optimize for comfort: "How can I be visible without making anyone uncomfortable?" Wrong question. Ask: "What does this room need to believe about me to attach power to my name?" Then behave in a way that enforces that belief, consistently! 2️⃣ 𝗔𝘁𝘁𝗮𝗰𝗵 𝗬𝗼𝘂𝗿 𝗩𝗮𝗹𝘂𝗲 𝘁𝗼 𝗢𝘂𝘁𝗰𝗼𝗺𝗲𝘀, 𝗡𝗼𝘁 𝗘𝗳𝗳𝗼𝗿𝘁. Workhorses get thanked. Strategists get promoted. Shift the conversation from "how hard you worked" to "what changed because of you." Make people dependent on your thinking, not your labor. 3️⃣ 𝗠𝗮𝗸𝗲 𝗬𝗼𝘂𝗿 𝗜𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝘀 𝗘𝘅𝗽𝗹𝗶𝗰𝗶𝘁, 𝗕𝗲𝗳𝗼𝗿𝗲 𝗢𝘁𝗵𝗲𝗿𝘀 𝗜𝗻𝘃𝗲𝗻𝘁 𝗧𝗵𝗲𝗺. When women lead, people often don’t know how to process it. So they fill in the blanks, with assumptions. Don’t let the room guess. Tell them why you’re doing what you’re doing. Say 👉 "I’m recommending this because it moves us closer to the long-term goal." 👉 "I’m raising this because keeping quiet will cost us more later." 4️⃣ 𝗖𝗼𝗻𝘁𝗿𝗼𝗹 𝘁𝗵𝗲 𝗥𝗼𝗼𝗺’𝘀 𝗠𝗲𝗺𝗼𝗿𝘆, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝘁𝗵𝗲 𝗠𝗼𝗺𝗲𝗻𝘁. Decisions about you happen in rooms you’re not in. Those rooms won’t remember your to-do list, they’ll remember the shortcut version of you. Make sure the phrase people repeat about you is a power narrative, not a service narrative. Keen to own your narrative? 📅 Join our online workshop on July 24th 7:30 to 9pm SGT 𝗛𝗼𝘄 𝘁𝗼 𝗕𝗲 𝗦𝗲𝗲𝗻 𝗮𝗻𝗱 𝗛𝗲𝗮𝗿𝗱 𝗮𝘁 𝗪𝗼𝗿𝗸 👉 https://lnkd.in/gVT2Y59Q 👈 For women who are done paying extra just to be in the room. 👊 Because if you keep paying the power tax quietly, you’ll be subsidizing other people’s promotions forever.

For 30 years, I've dreaded giving presentations. But I've still given more than I can count... Presenting is something that many leaders struggle with. But unfortunately, it's par for the course of running a business. The good news is, you don't need to be a naturally gifted speaker. I'm certainly not.  You just need to be well-prepared and follow some simple rules. This is what I would share with any leader before their next meeting: 1. The 20-Word Strategy Rule Your strategy must fit 1 sentence and answer three questions: 1. What are you passionate about? (Your purpose) 2. What can you be the best at? (Your USP) 3. How will you make money? (Your economic engine) 2. The Pre-Read Rule Always make sure you have done the reading beforehand.  Leaders should set the agenda and send pre-read material in advance. 3. The Working Together Framework When a new leader joins, share a short two-page Working Together document. It should answer 4 things clearly: 1. What do I expect them to achieve? 2. How can I get the best out of them? 3. How can they get the best out of me? 4. What motivates and demotivates each of us? 4. The Storytelling Rule Start with the broad ambition, then follow with three supporting messages. Keep in mind: - Practise until you can tell it without a laptop or notes. - Keep it simple. Too much information adds clutter and confusion. - Statistics and data will not persuade people. Make it about them, not you. 5. The Back-To-The-Floor Rule Before any major presentation, do this first: 1. Block out a morning to shadow your frontline team. 2. Put the headset on and listen to real customer conversations. 3. Walk the floor and look for what the data is not telling you. 4. Write down the one or two things that surprised you. 5. Build those observations into your presentation. 6. The Communication Rules Think in news headlines. Do not change the message too often.  Do not sugar-coat.  Be honest about bad news.  Bottom-up communication is essential. 7. Before You Walk In - Can I state our strategy in 20 words or fewer? - Have I sent pre-read material in advance? - Am I leading with a story, not a data dump? - Have I been to the shop floor recently enough to speak with authority? - Have I been honest about what is not working? - Does everyone in the room know what I am asking of them? - Could I present this without opening my laptop? Preparation is not glamorous. It's not meant to be. But if you want to earn the trust of a room, it’s absolutely necessary. If you want more lessons like these delivered to your inbox each week, subscribe to my newsletter here: https://lnkd.in/ergDQtiK If you're a leader, comment below if you've ever struggled with presentations. Or share a strategy that has helped you in meetings.

If your meeting doesn't have an agenda, it's probably a waste of time. We've all been in meetings where no one really knows why they're there or what's about to happen. Always attach an agenda doc or at least a clear description when you schedule a meeting. Titles like "Project Sync" or "Team Catch-up" don't cut it. A good agenda gives everyone context, shows how to prepare, and ensures the meeting actually moves things forward. Highly unlikely, but if some or all participants review the agenda in advance, the meeting runs smoothly. They come ready with the right information, prepared to contribute instead of reacting on the spot. For you, as the organizer, writing down your questions, objectives, or discussion points also helps. It makes sure you don't forget anything important. Apart from the usuals, this also - Keeps the conversation on track - Pushes the meeting toward clear outcomes - Acts as a record of decisions and action items By the way, it also lets people decide if they really need to attend, or if they can just give input async. That alone saves a ton of wasted time. Most importantly, it shows that you respect everyone's time. You're not pulling people in "just because" you've thought it through and given them a reason to be there. By the way, if you are senior enough, you can even go berserk and be like - no agenda, no meeting. But yes, until then, start setting an agenda in your meeting invites.

The IB Analyst’s Pre-Meeting Checklist: How to Walk In Prepared Every Time In investment banking, you are judged on the value you bring to every meeting, whether it is a client call, an internal discussion, or a live deal review. While most analysts focus on the slides, the best ones prepare themselves first. Here is the checklist I use to make sure I walk into every meeting ready to add value. 1. Review the Latest Numbers - Check the company’s most recent financials - Note key ratios, margins, and any movement since the last discussion - Have the valuation numbers at your fingertips such as EV, P/E, and sector comps 2. Refresh on the Sector Context - Scan the latest news in the company’s sector - Note any competitor moves, regulatory changes, or market shifts - Be ready to reference this if relevant during discussion 3. Anticipate Questions - Think about what the MD or VP might ask - Identify two or three likely challenging questions based on the topic - Prepare concise responses or know exactly where to find the answer 4. Check the Deal Timeline - Where are we in the process: pitching, diligence, negotiation, or closing? - Which deliverables are due next, and who owns them? - This helps you align your updates with the meeting’s focus 5. Review the Materials - Read your own slides as if you are seeing them for the first time - Fix typos, ensure formatting consistency, and check that numbers flow logically - Keep backup data in case someone asks where a number came from 6. Carry the Essentials - Meeting agenda (if available) - Latest pitchbook or relevant materials - Notepad or device ready for action points Note: Arrive 10 minutes early, physically or virtually, to settle in, review your notes, and check your technology setup. Being calm when the meeting starts is an advantage. Remember - Luck favours the prepared. The analysts who get noticed are the ones who show up ready, with numbers in their head, context in their mind, and answers at their fingertips. Save This. Share this with someone you think may benefit from this. Follow Pratik S for Investment Banking Careers and Education. New batch starts from Sep 7th Wizenius - Be Deal Ready Dr. Bhumi