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David Pearl. Will there be Donuts?: Start a business revolution one meeting at a time
Is this meeting EVER going to END?
Where did my day/week/year go?
Is this work, or politics?
Is someone—anyone—ever going to make a decision?
What am I doing here?
If I covered myself in gasoline and lit a match would anyone notice?
Are you there? Can you hear me? Hello?
Did I drift off?
My meetings are fine, but could they be amazing?
It’s a Jungle Out There, So Stay Alert
Some useful terms
“Meetings”
“Your meetings”
“They”
“Clients”
“Tried and tested techniques”
“Business”
“The Arts”
Stick Together
What you should bring with you
“Good luck. You are going to need it.”
The Multi-billion dollar unforced error of Business
How do you know if you are nearly meeting?
Counting the cost
We nearly meet because … in a mad world it makes sense
We nearly meet because … we have lost control of our diaries
We nearly meet because … it’s an attractive alternative to real work
We nearly meet because … technology* makes it so easy
We nearly meet because … that’s what we want to do
We nearly meet because … we confuse efficient and effective
We nearly meet because … we forget there’s an alternative
The True Cost of Nearly Meeting
Really Meeting makes us Smarter
Really Meeting Creates Clarity
Really Meeting is Inclusive
Really Meeting allows Real Conversations to happen
Really Meeting is Three-Dimensional
Really Meeting is the new Work
Mac or Mozzarella? A question of quality
What’s the Intent of your meeting?
Intention Powers People as well as Meetings
Powerful Intentions
Intention helps you use your time better
Getting the Casting Right
The Right People for your Meeting
… in the Right Roles
Who is Leading the Meeting?
Hosting v Running
Rotating Presidency
Mates or Allies? Grit in the Oyster
Special Guest: the Art of the Unexpected Invitee
1. Hack attack
2. The Cardboard Kid
3. Mothers’ Day
4. The Satisfied Customer
5. Unsung Heroes, Missing Voices?
6. The Spouse Grouse
The Art of Invitation: or How do you get the right people to the meeting?
The right people for the right time
Not inviting the wrong people is as important as inviting the right ones …
And the wrong person may be YOU
Context creates meaning and meaning creates …
How Big is Your Big Picture?
Big Picture Shrinking?
The World is Watching
Bringing the Outside In
Context Clash
Context and Time
Reading in Advance
The Physical Context: Setting Shapes Outcomes
Sawing up the Boardroom Table
Meetings v Architects
Move It!
Break the Pattern, Challenge the Convention
All Aboard-room!
Take a Break from the Breaks
Get Fit …
Or Get Out
The Twin Room Approach
And My Dream Item?
Getting the Best from Virtual Meetings
Everything Changes, Nothing Changes
Easier equals Harder
Broadcasting requires Broadcasters
Set the Stage
Lead the Call
The Audience Sees and Hears EVERYTHING
Don’t Hide behind the Medium
Lights, Camera, Action
Really Listen
Two short better than one long
There is only one real Broadband
Beware the Kebab Syndrome
Agendas, Scripts, and Scenarios
Fully Scripted
Fully Improvised
Part Scripted/Part Improvised
Fearless Meeting Design
Use Fear as Fuel
When Wrong is Right
Cell Phones On!
Strontium and Sweat
Text and Subtext
Real Conversation
It’s about time!
Too much Content, too little Time
Create a Listening
Two Golden Rules of Meeting Design
Do live what’s best done live
Create extraordinary value
Are you wearing fishnets to a tea party?
Meet like a Caveman …
Seven Essential Reasons People Meet
The Why of Information Meetings
The Who of Information Meetings
Information Tourism
The Where/When of Information Meetings
Can we talk about PowerPoint for moment?
The What of Information Meetings
Things to watch out for:
A Reading Aid
Showing Your Homework
A “Gab Fest”
Recycling
A Detail Deluge
A Soapbox
A Hack
The Why of Discussion Meetings
The Who of Discussion Meetings
The Where of Discussion Meetings
The What of Discussion Meetings
Things to watch out for
Why not try a Debate?
The Why of Decision Meetings
The Who of Decision Meetings
The How (and What) of Decision Meetings
Now add a Deadline
Enroling people in the decision
Promoting the decision
Tracking the decision
The Why of Invention Meetings
The Who of Invention Meetings
The Where of Invention Meetings
Disruption
Stimulation
The What of Invention Meetings
Watch out!
The Why of (re)Resolution Meetings
The Who of (re)Solution Meetings
The How of (re)Solution Meetings
The What of (re)Solution Meetings
What do we have to assume for this to be true?
What happens if we do nothing?
What would we do, if we could not fail?
If we imagine a future where this is solved, what do we have to do to get there?
Is this problem, that we are trying to solve, the right problem?
How are we, the problem-solvers, contributing to this problem?
If this problem had no solution, what could we learn anyway?
Dilemma time
Is this an either/or problem?
Are we actually disagreeing?
The Why of Selling Meetings
The Who of Selling Meetings
The How of Selling Meetings
The What of Selling Meetings
What are you really selling?
Are they buying what you are selling?
The Why of Meetings for Meeting
The How of Meetings for Meeting
The What of Meetings for Meetings
Keep it real
Keep it simple
No agenda—not even a hidden one
The Change Game means Changing the Game
Are we there yet?
New Games need New Rules
Step One: (1 min)
Step Two: (3 min)
Step Three: (1 min)
Step Four: (5 min)
Step Five: (3 min)
Step Six: (2 min)
Step Seven: (5 min)
A Great Big Meeting Secret
Other Curveball Model Wobblers
Breaking the Bad Meeting Habit
BMA (Bad Meeting Addiction)
Advanced Habit Busting
Punctual Lateness
Make Dull Meetings Duller
One Fine Meeting
Keep or Kill?
Value your time
Hero or Villain?
Get Feedback from Others
Give Yourself Feedback
The Accountability Thing
The Buck Stops Where?
He Who Summarizes, Wins
Back Office or Bust
When the Going Gets Tough—Keep Going!
How do you keep really connecting when it’s the last thing you want to do?
POCs Rock
The Secret Game
If there’s a boring meeting, don’t go. Send another you
Unexploded bombs and dealing with Hot Buttons
Psychic plumbing, the route to Effortless Rapport
Time for a Change
Mind the Gap
Before the call …
In the meeting …
1. Every meeting is “your” meeting
2. Fewer meetings, more meeting
3. There is no such thing as “a meeting”
4. If you don’t know why you are in a meeting, don’t be in the meeting. 5. If you can’t improve a bad meeting …
6. When you are done, stop—whatever the schedule says
7. Meetings need to be led. That’s ALL meetings
8. Bad meetings always have “good” reasons
9. Create value
10. The Revolution starts today
11.* Bore no more!
www.willtherebedonuts.com
